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In our previous discussions on Human Touch Leadership and its connection to employee retention, we explored the powerful role of neuroscience and practical strategies for implementation. Now, let’s delve deeper into a fundamental aspect that underpins effective leadership and employee engagement:&nbsp;psychological safety. What is Psychological Safety? Psychological safety refers to an environment where employees feel safe to express their thoughts, take risks, and voice their concerns without fear of negative consequences. In such an environment, individuals can engage authentically, knowing that their contributions will be respected and valued. The Importance of Psychological Safety in the Workplace Creating a psychologically safe workplace is essential for fostering a culture of innovation and collaboration. When employees feel safe to share their ideas and concerns, they are more likely to engage fully in their work, leading to enhanced problem-solving and creativity. Moreover, psychological safety is closely linked to higher levels of job satisfaction and retention. <img src="https://static-media.fluxio.cloud/claris/P5P3g9wn.jpg"> Integrating Psychological Safety with Human Touch Leadership <ol><li>Encouraging Open Communication: Human Touch Leaders prioritise open dialogue. By actively listening with the heart and inviting feedback, they create a space where employees feel heard and valued. This transparency builds trust, which is essential for psychological safety.</li><li>Emphasising Empathy: Leaders who practice empathy can better understand their team members' feelings and experiences. This understanding allows leaders to address concerns promptly and effectively, reinforcing a culture of support and safety.</li><li>Recognising Vulnerability: Leaders must model vulnerability by sharing their own challenges and uncertainties. This behaviour not only humanises leaders but also encourages team members to be open about their struggles, fostering a sense of belonging.</li><li>Creating a safe environment: When mistakes happen, Human Touch Leaders focus on learning rather than blame. Encouraging a mindset that views failures as opportunities for growth can significantly enhance psychological safety.</li><li>Providing Resources for Support: Organisations should offer resources such as mental health support and conflict resolution training. This commitment to well-being reinforces the idea that the organisation values its employees and is invested in their success.</li></ol> Practical Tips for Fostering Psychological Safety <img src="https://static-media.fluxio.cloud/claris/Oiva27NU.jpg"> <ol><li>Implement Regular Check-Ins - Tip: Schedule one-on-one and team check-ins to provide a platform for open discussions about challenges and successes. This practice fosters trust and encourages employees to share their thoughts.</li><li>Create a Safe Space for Feedback - Tip: Establish anonymous feedback mechanisms (like suggestion boxes or surveys) to allow employees to voice concerns without fear. Regularly review and act on this feedback.</li><li>Model Vulnerability - Tip: Share your own experiences and challenges openly with your team. This practice sets the tone for psychological safety and encourages others to do the same.</li><li>Celebrate Learning from Mistakes - Tip: When mistakes occur, hold a team discussion to analyse what happened and what can be learned. Recognise the courage it takes to share and learn from failures.</li><li>Provide Mental Health Resources - Tip: Ensure that employees have access to mental health resources, such as counselling services or workshops. Promote these resources actively to demonstrate your commitment to their well-being.</li></ol> Conclusion Psychological safety is a cornerstone of Human Touch Leadership and plays a vital role in employee retention. By fostering an environment where employees feel safe to express themselves, organisations can unlock their teams' full potential and enhance overall engagement. As leaders embrace these principles, they will not only retain talent but also create a culture of innovation, collaboration, and success. Integrating insights from neuroscience into Human Touch Leadership equips leaders with the tools to build trust, regulate emotions, and cultivate a growth mindset within their teams. By understanding how the brain functions and the emotional processes at play, leaders can enhance their effectiveness, boost employee engagement, and significantly improve retention rates.

In our previous discussions on Human Touch Leadership and its connection to employee retention, we explored the powerful role of neuroscience and practical strategies for implementation. Now, let’s delve deeper into a fundamental aspect that underpins effective leadership and employee engagement: psychological safety. What is Psychological Safety? Psychological safety refers to an environment

Fostering Psychological Safety Through Human Touch Leadership™

Neuroscience provides valuable insights into how the human mind works and how emotional and cognitive processes influence behaviour in the workplace. Understanding these concepts can significantly enhance leadership effectiveness and employee retention. Here’s a closer look at how neuroscience informs Human Touch Leadership: 1. The Neuroscience of Trust Research shows that trust activates specific neural pathways in the brain, promoting feelings of safety and collaboration. When leaders cultivate trust within their teams, they create an environment where employees are more likely to:<ul><li>Take Risks: Employees feel secure in sharing innovative ideas or suggesting improvements without fear of negative repercussions.</li><li>Share Ideas: A trusting atmosphere encourages open dialogue, leading to enhanced creativity and problem-solving.</li><li>Engage Fully: When team members trust their leaders and each other, they are more committed to their roles, resulting in higher levels of engagement and productivity.</li></ul> <img src="https://static-media.fluxio.cloud/claris/7euz3MrZ.jpg"> Practical Tips for Building Trust: <ul><li>Be Transparent: Share organisational goals, changes, and challenges openly with your team.</li><li>Follow Through: Make sure to keep commitments and follow up on promises made to your team.</li><li>Encourage Feedback: Actively seek input from team members and demonstrate that their opinions are valued.</li></ul> 2. Emotional Regulation Neuroscience highlights the importance of emotional regulation in leadership. Leaders who can manage their own emotions are better equipped to respond to challenges and support their team members through difficult situations. This capability fosters a positive work environment and encourages employees to: <ul><li>Stay Engaged: Leaders who maintain composure during stressful times set a tone of stability and resilience.</li><li>Adapt to Change: Emotionally regulated leaders can help teams navigate transitions smoothly, minimising disruptions.</li></ul> <img src="https://static-media.fluxio.cloud/claris/6E4jH64Y.jpg"> Practical Tips for Emotional Regulation: <ul><li>Practice Mindfulness: Encourage mindfulness practices among leaders to improve self-awareness and emotional control.</li><li>Provide Training: The Human Touch Leadership Accelerator Programme provides a framework to understand the way the mind works, builds on emotional and conversational intelligence® and increases both our self-awareness and encourages you to understand others.</li><li>Model Resilience: Be open and share personal experiences of overcoming challenges, demonstrating effective emotional regulation.</li></ul> 3. The Power of Growth Mindset The human brain has an incredible capacity for growth and change, known as neuroplasticity. Leaders who adopt a growth mindset and encourage their teams to do the same can help employees: <ul><li>Develop New Skills: By viewing challenges as opportunities for growth, employees are more likely to embrace learning and professional development.</li><li>Adapt to Challenges: A growth mindset fosters resilience, enabling teams to overcome obstacles and maintain performance under pressure.</li><li>Thrive in Their Roles: When employees feel empowered to learn and grow, their job satisfaction and commitment to the organisation increase.</li><li>Listen without Judgement: We all have our own views, yet when we listen with empathy we build trust.</li></ul> Practical Tips for Fostering a Growth Mindset: <ul><li>Encourage Continuous Learning: Provide opportunities for professional development and skill enhancement.</li><li>Celebrate Efforts: Recognise and reward employees for their hard work and willingness to learn, regardless of the outcome.</li><li>Promote Team Collaboration: Encourage collaboration on projects where team members can learn from each other’s strengths and experiences.</li></ul> <img src="https://static-media.fluxio.cloud/claris/Z5IT9zHR.jpg"> Conclusion By incorporating these practical tips, leaders can effectively harness the principles of neuroscience to create an environment that promotes trust, emotional regulation, and ultimately, employee retention. In our next article, we will explore the critical role of psychological safety in fostering a supportive workplace culture and its profound impact on organisational success. Stay tuned for insights and actionable tips to create an environment where your team can thrive! As we explore these strategies, you will discover how to create an environment where talent flourishes, leading to improved retention rates and a stronger organisational culture.

Neuroscience provides valuable insights into how the human mind works and how emotional and cognitive processes influence behaviour in the workplace. Understanding these concepts can significantly enhance leadership effectiveness and employee retention. Here’s a closer look at how neuroscience informs Human Touch Leadership: 1. The Neuroscience of Trust Research shows that trust activates specific

The Role of Neuroscience in Human Touch Leadership™

In today’s competitive business landscape, organisations face a pressing challenge: retaining talent. High employee turnover incurs significant costs and disrupts team dynamics, impacting overall productivity. To address this challenge, many organisations are turning to a revolutionary approach:&nbsp;Human Touch Leadership—a leadership style rooted in empathy, trust, and emotional intelligence. <img src="https://static-media.fluxio.cloud/claris/30UEWKWQ.jpg"> What are the Principles of Human Touch Leadership HUMAN: Leverage the brain's potential through neuroscience to enhance productivity and performance. TOUCH: Touching on the ability to navigate emotions by using reflective, emotional and conversational intelligence® for effective communication and decision making. LEADERSHIP: Lead with impact by communicating with empathy and compassion to inspire and retain your team. Why It Matters By embracing the principles of Human Touch Leadership, companies can create a supportive work environment that fosters engagement, loyalty, and ultimately, retention. When employees feel valued and supported, they are more likely to remain committed to their organisation, enhancing overall performance. <img src="https://static-media.fluxio.cloud/claris/KgJE4Mhn.jpg"> Practical Tips for Implementing Human Touch Leadership <ol><li>Know the value of Emotions - Tip: Understanding one’s own emotions and those of others through building on emotional literacy, is key to fostering strong relationships.</li><li>Promote Open Communication - Tip: Encourage a culture of transparency where team members feel comfortable sharing ideas and concerns. Regular check-ins and feedback sessions can facilitate this environment.</li><li>Foster Trust - Tip: Build trust by being reliable and consistent in your actions. Follow through on commitments and be open about challenges and successes.</li><li>Practice Empathy - Tip: Take the time to understand the perspectives of your team members. Ask open-ended questions and listen actively to their responses.</li><li>Recognise Contributions - Tip: Celebrate individual and team achievements, no matter how small. Acknowledgment reinforces the value of employees and strengthens their connection to the organisation, encourages motivation and drives performance.</li></ol> <img src="https://static-media.fluxio.cloud/claris/h9mBAwph.jpg"> In our next article, we will dive deeper into the&nbsp;role of neuroscience&nbsp;in Human Touch Leadership and explore practical strategies that leaders can implement to enhance employee retention. We will discuss how understanding the human brain can transform workplace dynamics and create a culture where employees thrive. Stay tuned for an exciting exploration of the transformative power of Human Touch Leadership!

In today’s competitive business landscape, organisations face a pressing challenge: retaining talent. High employee turnover incurs significant costs and disrupts team dynamics, impacting overall productivity. To address this challenge, many organisations are turning to a revolutionary approach: Human Touch Leadership—a leadership style rooted in empathy, trust, and emotional intelligence. What

Human Touch Leadership: A Catalyst for Employee Retention - The Power of Human Touch Leadership™ in Retention

In the ever-competitive hospitality industry, exceptional leadership is essential for delivering outstanding guest experiences and building a strong brand identity. At Claris Coaching, we recognise the excellent training programmes that hotel brands implement to ensure every team member understands the brand philosophy. Our&nbsp;Human Touch Leadership™ Accelerator Programme&nbsp;serves as a catalyst, taking your leadership development to the next level. <img src="https://static-media.fluxio.cloud/claris/9KpgSmGD.jpg"> Why Choose the Human Touch Leadership Accelerator Programme? <ol><li>Enhance Leadership Skills - Our programme develops leaders who embody your brand values and inspire their teams to deliver consistent, high-quality service aligned with your hotel’s mission.</li><li>Foster a Culture of Empathy and Trust - Create a workplace environment that prioritises emotional intelligence, leading to improved staff morale, collaboration, and engagement.</li><li>Understand the Human Mind - Over the course of 4-6 months, this online engagement brings together all managers and heads of departments (HODs) to explore how the human mind works. Participants gain tools in emotional&nbsp;and conversational intelligence® and learn to effectively leverage their executive brains through various scenarios.</li><li>Drive Guest-Centric Mindsets - Cultivate a guest-centric approach by enhancing your leaders’ understanding of human interaction dynamics, ensuring all guests feel valued and understood.</li><li>Adapt to Diverse Environments - Our focus on conversational intelligence allows leaders to communicate more effectively with themselves and others, considering different cultures, personalities, and generations. This skill is crucial for managing multicultural teams and diverse clientele.</li><li>Improve Employee Retention - By emphasising psychological safety and employee well-being, hotel brands can significantly reduce turnover rates, ultimately saving on recruitment and training costs.</li><li>Create Sustainable Change - Our programme fosters long-term growth and development, ensuring that your leadership practices evolve to meet changing market demands, enhancing your brand's resilience.</li><li>Lead Teams Effectively - Equip your leaders with the skills to manage various human dynamics, improving collaboration and performance across teams.</li></ol> <img src="https://static-media.fluxio.cloud/claris/pGZWnMxv.jpg"> Get Started Today! Ready to transform your hotel brand’s leadership approach and elevate the guest experience? Integrate the Human Touch Leadership Accelerator Programme into your brand training initiatives. <img src="https://static-media.fluxio.cloud/claris/CSf666r8.jpg"> Contact us today&nbsp;to schedule a discovery call and discover how we can help you lead with impact and foster a culture of excellence.&nbsp;Email us on&nbsp;services@clariscoaching.com.&nbsp;

In the ever-competitive hospitality industry, exceptional leadership is essential for delivering outstanding guest experiences and building a strong brand identity. At Claris Coaching, we recognise the excellent training programmes that hotel brands implement to ensure every team member understands the brand philosophy. Our Human Touch Leadership™ Accelerator Programme serves as a catalyst, taking

Transform Your Hotel Brand with the Human Touch Leadership Accelerator Programme

Introduction In today's rapidly evolving business landscape, the hybrid work model has become the new norm. Organisations are increasingly accommodating flexible work environments that combine remote and in-office work. This shift, combined with multicultural teams, presents unique challenges and opportunities for leaders. To navigate this complex terrain, the concept of Human Touch Leadership becomes essential. This leadership approach, which emphasizes empathy, emotional intelligence, and cultural sensitivity, can drive success in hybrid multicultural workplaces. <img src="https://static-media.fluxio.cloud/claris/nIeeR7N0.jpg"> Understanding Hybrid and Multicultural Dynamics In the March 2023 edition of&nbsp;The CMO Survey, of 314 marketing leaders, 57% said that they work from home remotely at least some of the time, while 39% do so all of the time. Here’s the good news: Recent peer-reviewed&nbsp;research&nbsp;shows that hybrid work reduces attrition rates by 35% and improves employee satisfaction. Consistent with this result, data from The CMO Survey finds leaders confident in driving team productivity via both remote work and in-person office work, with 50% reporting no change in worker productivity levels. <img src="https://static-media.fluxio.cloud/claris/jKHqF4O0.jpg"> As companies navigate the evolving landscape of work, hybrid work culture has emerged as a popular and effective approach. Combining remote and in-office work, this model offers flexibility and balance for employees while presenting unique challenges for organisations. According to recent surveys, about 80% of companies are planning to adopt hybrid work arrangements, recognising the potential benefits in employee satisfaction, productivity, and operational costs. However, effectively managing a hybrid work culture requires careful planning and implementation of strategies to maintain company culture, ensure clear communication, and foster inclusivity among all team members, regardless of their work location. This takes great leadership. <img src="https://static-media.fluxio.cloud/claris/tlEt1aoQ.jpg"> Key Aspects of Leadership in Hybrid Cultures with Human Touch Leadership 1.&nbsp;&nbsp;&nbsp;&nbsp;Emotional Intelligence and Empathy Hybrid cultures often create a sense of distance between team members, both physically and emotionally. Leaders need to foster emotional connections despite these separations. By leading with&nbsp;empathy and emotional intelligence, Human Touch Leadership allows leaders to understand the diverse needs of remote and on-site workers. These leaders actively listen, create safe spaces for employees to share their concerns, and make their teams feel valued, regardless of where they work. <img src="https://static-media.fluxio.cloud/claris/K0Oi7LTN.jpg"> 2.&nbsp;&nbsp;&nbsp;&nbsp;Effective Communication and Trust Building Communication is one of the most significant challenges in hybrid work models. Leaders need to excel at&nbsp;conversational intelligence, ensuring they convey clear, transparent, and consistent messages across both remote and in-office channels. Human Touch Leadership emphasises the importance of trust-building through open dialogue, active listening, and constructive feedback. In hybrid settings, leaders must ensure that everyone, regardless of location, feels included and aligned with the organisation's goals. <img src="https://static-media.fluxio.cloud/claris/Cfxch8ax.jpg"> 3.&nbsp;&nbsp;&nbsp;&nbsp;Adaptability and Flexibility Hybrid work environments require leaders who are adaptable to changing circumstances. Human Touch Leadership encourages leaders to be&nbsp;flexible&nbsp;in their approach, understanding that the needs of their employees may vary depending on their working environment. Leaders must be able to pivot and adjust their strategies to accommodate both in-person collaboration and virtual teamwork while ensuring that performance and well-being are balanced. 4.&nbsp;&nbsp;&nbsp;&nbsp;Focus on Well-being and Mental Health Working in a hybrid model can often blur the boundaries between work and personal life, leading to burnout and disengagement. Leaders in this space need to prioritize the&nbsp;well-being and mental health&nbsp;of their employees, making time for check-ins and offering support as needed. Human Touch Leadership emphasizes understanding the neuroscience of stress and productivity, allowing leaders to implement strategies that promote a&nbsp;healthy mind, thereby influencing the overall body and soul of their employees. <img src="https://static-media.fluxio.cloud/claris/9NhIauh0.jpg"> 5.&nbsp;&nbsp;&nbsp;&nbsp;Cultural Sensitivity and Inclusivity Hybrid work environments are often more multicultural, with team members from diverse geographical and cultural backgrounds. Leaders must have&nbsp;cultural intelligence&nbsp;to navigate this diversity, ensuring that team members feel understood and valued, regardless of their background. Human Touch Leadership fosters this inclusivity by teaching leaders to appreciate differences, embrace diversity, and cultivate a culture where collaboration flourishes across cultural divides. <img src="https://static-media.fluxio.cloud/claris/NZKirsDY.jpg"> 6.&nbsp;&nbsp;&nbsp;&nbsp;Trust and Autonomy In hybrid work models, leaders must shift from micromanagement to building trust. Employees working remotely need autonomy to manage their tasks, and leaders must trust them to deliver. Human Touch Leadership encourages leaders to develop a trust-based relationship by focusing on outcomes rather than processes. By doing so, leaders can empower their teams to thrive, ensuring everyone feels accountable and motivated to meet the organization’s objectives. Key Skills of a Human Touch Leader in Hybrid Work Cultures: <ul><li>Self-awareness: Understanding one’s own leadership style and how it impacts remote and in-office teams.</li><li>Emotional Regulation: Managing one’s emotions to stay calm and focused, especially when dealing with remote work challenges.</li><li>Listening with Empathy: Actively listening to team members’ needs and concerns and addressing them with compassion.</li><li>Cultural Agility: Understanding and respecting cultural differences to ensure effective collaboration.</li><li>Digital Fluency: Being comfortable with technology and using it to bridge the communication gap between remote and in-office teams.</li></ul> <img src="https://static-media.fluxio.cloud/claris/in8eWFfe.jpg"> Conclusion Hybrid work cultures are here to stay, and leaders need a new set of tools to navigate this complex and diverse environment.&nbsp;Human Touch Leadership&nbsp;offers a solution by focusing on emotional intelligence, communication, trust, and cultural inclusivity. It equips leaders with the skills to build cohesive, productive, and engaged teams, regardless of where they work. By embracing this leadership approach, organizations can thrive in the evolving world of work, fostering a strong culture that prioritizes well-being, collaboration, and success. Book at complimentary call by emailing services@clariscoaching.com to learn more about the Human Touch Leadership Accelerator Programme.&nbsp;

Introduction In today's rapidly evolving business landscape, the hybrid work model has become the new norm. Organisations are increasingly accommodating flexible work environments that combine remote and in-office work. This shift, combined with multicultural teams, presents unique challenges and opportunities for leaders. To navigate this complex terrain, the concept of Human Touch Leadership

Applying Human Touch Leadership in Hybrid Multicultural Workplaces

Understanding 1st, 2nd and 3rd Cultures In our increasingly interconnected world, migration is not just a phenomenon but a way of life, creating a rich tapestry of cultural diversity in workplaces. To fully appreciate the dynamics of working across cultures, it's essential to define what we mean by 1st, 2nd, and 3rd cultures: <ul><li class="ql-align-justify">1st Culture: Refers to an individual's native or dominant culture, typically shaped by their upbringing and primary socialisation.</li><li class="ql-align-justify">2nd Culture: Represents the culture of the host country or the new environment where an individual migrates.</li><li class="ql-align-justify">3rd Culture: Emerges when individuals from different cultural backgrounds interact and create a shared understanding or hybrid culture.</li></ul> These cultural dynamics are not just abstract concepts but real forces that shape human interactions, communication, values and leadership within organisations. <img src="https://static-media.fluxio.cloud/claris/BgUgf1jm.jpg"> My Personal Journey Across Cultures Migration is deeply ingrained in my family's history. Originally from India, my family moved to Africa, where I was born. Later, we relocated to the UK, where my children were born, and lived and worked in the USA for a period of time. Now their children are growing up in yet another cultural environment. They have a mixed faith and they are from different cultures.&nbsp;&nbsp;My journey across continents and cultures has profoundly influenced my understanding of how values and intergenerational communication shift and adapt over time. This multi-generational experience highlights the importance of adaptability and resilience in navigating different cultural and generational landscapes. It also underscores the necessity of a growth mindset—the belief that abilities and intelligence can be developed through dedication and hard work. A growth mindset is particularly crucial in multicultural settings, where flexibility, openness to listening and learning, and cultural sensitivity are key to thriving. How is this applied to the organisations today? Challenges and Benefits of Cultural Diversity <img src="https://static-media.fluxio.cloud/claris/1DQ2ci2b.jpg"> Challenges:<ul><li class="ql-align-justify">Language Barriers: Misunderstandings can arise when team members are not fluent in a common language.</li><li class="ql-align-justify">Cultural Misunderstandings: Different cultural norms and practices can lead to conflicts or misinterpretations.</li><li class="ql-align-justify">Identity Conflicts: Individuals may struggle with balancing their native cultural identity with that of the host culture.</li><li class="ql-align-justify">Adaptation Difficulties: Adjusting to a new cultural environment can be challenging and stressful.</li></ul> Benefits:<ul><li class="ql-align-justify">Enriched Perspectives: Diverse cultural backgrounds bring a variety of viewpoints and ideas.</li><li class="ql-align-justify">Creativity and Innovation: Exposure to different cultures can spark creativity and lead to innovative solutions.</li><li class="ql-align-justify">Cross-Cultural Collaboration: Diverse teams can leverage their unique strengths to achieve common goals more effectively.</li></ul> A growth mindset plays a pivotal role in overcoming these challenges and maximizing the benefits of cultural diversity. It encourages individuals to view cultural differences not as obstacles but as opportunities for learning and development. Impact on Human Dynamics <img src="https://static-media.fluxio.cloud/claris/H1Jqa9op.jpg"> The interaction of 1st, 2nd, and 3rd cultures significantly influences human dynamics within organisations. These dynamics can affect teamwork, leadership styles, communication patterns, and decision-making processes. Cultural sensitivity, empathy, and inclusivity are pivotal in fostering positive interactions and mitigating conflicts. By embracing a growth mindset, leaders and team members alike can develop the skills needed to navigate cultural complexities and foster a more inclusive, collaborative, and innovative work environment. The Role of Human Touch Leadership Human Touch Leadership principles can facilitate integration and synergy among diverse cultures. Here’s how:<ul><li class="ql-align-justify">Human: Understanding the neuroscience of the human mind and maximizing human potential.</li><li class="ql-align-justify">Touch: Building on emotional intelligence and conversational intelligence to see emotions in action.</li><li class="ql-align-justify">Leadership: Leading with empathy and compassion, and fostering a growth mindset.</li></ul> By applying these principles, leaders can promote emotional intelligence, enhance cross-cultural communication skills, and create an inclusive organisational culture. This leadership style can bridge cultural divides, promote cohesion within multicultural teams, and encourage continuous personal and professional growth. Real-World Examples Consider organisations that have successfully integrated Human Touch Leadership to foster cultural harmony. These companies leverage cultural diversity as a competitive advantage in global markets. For instance, a tech company might integrate diverse perspectives to drive innovation, while a healthcare organisation could enhance patient care by understanding and respecting cultural differences among patients and staff.&nbsp; The hospitality industry is an excellent example of where cultural dynamics and Human Touch Leadership principles intersect. In hotels and resorts around the world, employees often come from diverse cultural backgrounds, while guests also bring their own unique cultural expectations. <img src="https://static-media.fluxio.cloud/claris/vVIgnXHh.jpg"> or instance, a luxury hotel chain might have staff from various countries working together to provide seamless service to guests from all over the world. This environment requires not only high levels of emotional intelligence and cross-cultural communication but also a deep understanding of how different cultural norms affect guest expectations and experiences. By adopting a growth mindset and embracing Human Touch Leadership, hospitality leaders can create a work environment where cultural diversity is seen as an asset. For example, a manager who understands the cultural nuances of both their staff and guests can tailor service offerings to meet diverse needs, ultimately enhancing guest satisfaction and team cohesion. In another scenario, a resort in a culturally diverse region might implement training programs focused on empathy, cultural sensitivity, and communication skills, enabling staff to better connect with guests and colleagues from different backgrounds. This approach not only improves service quality but also fosters a workplace culture where everyone feels valued and included In these settings, leaders who embrace a growth mindset are better equipped to lead diverse teams, encouraging continuous learning and adaptation, which are essential in today’s fast-paced, globalized world. Reflection <img src="https://static-media.fluxio.cloud/claris/CzDQMkGS.jpg"> Reflect on your own experiences with cultural diversity and consider how you can leverage Human TouchLeadership principles to enhance multicultural teamwork. Here are a few steps to get started: <ul><li class="ql-align-justify">Increase Self-Awareness: Understand your own cultural biases and how they impact your interactions.</li><li class="ql-align-justify">Foster Inclusivity: Create an environment where diverse voices are heard and valued.</li><li class="ql-align-justify">Promote Collaboration: Encourage team members to share their unique perspectives and work together towards common goals.</li><li class="ql-align-justify">Embrace a Growth Mindset: Foster a culture of continuous learning and development, where challenges are seen as opportunities to grow.</li></ul> By integrating these strategies, you can effectively navigate the migration elements of 1st, 2nd, and 3rd cultures working together, while highlighting the transformative potential of Human Touch Leadership in fostering cultural integration and organisational success.

Understanding 1st, 2nd and 3rd Cultures In our increasingly interconnected world, migration is not just a phenomenon but a way of life, creating a rich tapestry of cultural diversity in workplaces. To fully appreciate the dynamics of working across cultures, it's essential to define what we mean by 1st, 2nd, and 3rd cultures: 1st Culture: Refers to an individual's native or dominant culture,

Navigating Cultural Dynamics in the Modern Workplace: The Role of Human Touch Leadership

In the hustle and bustle of our professional lives, where we spend the majority of our waking hours, the workplace often mirrors a complex family dynamic. Like any functional family system, our ability to thrive hinges on feeling valued, appreciated, motivated, and integrated into the larger system. At the core of all these dynamics lies one fundamental element: trust. As leaders and managers, have you ever paused to consider what prevents you from delegating effectively? Perhaps you hesitate because you doubt whether others can handle the task as competently as you do. Maybe you feel that everyone relies too heavily on your expertise. Or, it could be that taking charge seems quicker and easier than entrusting others. Perfectionism might drive you to micromanage, believing only your way is flawless. These behaviours not only influence our decision-making but also impact the team's morale, productivity, and overall organisational culture. <img src="https://static-media.fluxio.cloud/claris/M0zoOTjj.jpg"> Each of these leadership behaviors carries profound implications for how we think, feel, and act within our roles. Taking a moment to increase self-awareness and reflect on these tendencies can offer valuable insights into our leadership styles and their effects on team dynamics. When I interview prospective team members within an organization, I always pose a crucial question: What qualities define a remarkable leader or manager in your experience? The responses invariably highlight attributes such as active listening, belief in their team's potential, personalised attention to strengths and challenges, a commitment to growth through constructive challenges and feedback. <img src="https://static-media.fluxio.cloud/claris/YIeHEKow.jpg"> Unfortunately, some leaders fall prey to impatience, perceiving their team members through a narrow lens and prematurely labeling them as incompetent. These biases can lead us to only see what confirms our preconceptions, blinding us to the full potential of our team. The result? Increased stress and the misguided belief that hiring an entirely new team will solve all challenges. <img src="https://static-media.fluxio.cloud/claris/XnGohdCz.jpg"> Consider a family with multiple children, each possessing unique talents and strengths. Do we invest equal effort in nurturing and motivating each child according to their individual abilities? What happens when we place trust in one child over another? Human Touch Leadership principles offer profound insights into addressing these challenges.&nbsp; By focusing on: <ul><li>Human: Understanding the neuroscience of the human mind and unlocking its full potential.</li><li>Touch:&nbsp;Actively engaging with emotions and nurturing both emotional and conversational intelligence.</li><li>Leadership:&nbsp;Leading with empathy, compassion, and a commitment to fostering collaborative environments.</li></ul> As leaders evolve within organisations, the scope of responsibilities expands. Successfully managing larger teams necessitates effective delegation, talent development, and leadership akin to conducting an orchestra—harmonising diverse talents toward a shared goal. Achieving this level of cohesion demands heightened self-awareness and social awareness in cultivating trust and collaboration. This means reflecting on how we think, how we feel and how we act. Imagine the transformative power of letting go, trusting your team, and witnessing outcomes exceeding your expectations. Picture yourself as the conductor, seamlessly connecting all the dots to orchestrate exceptional results. What will that feel like if this happened? If you seek to enhance trust and drive collaboration within your team, contact us.

In the hustle and bustle of our professional lives, where we spend the majority of our waking hours, the workplace often mirrors a complex family dynamic. Like any functional family system, our ability to thrive hinges on feeling valued, appreciated, motivated, and integrated into the larger system. At the core of all these dynamics lies one fundamental element: trust. As leaders and managers,

Nurturing Trust: The Heartbeat of Effective Leadership

The Power of Human Touch Leadership In today's globalised world, workplaces are becoming increasingly diverse, bringing together individuals from different cultural backgrounds, experiences, and perspectives. While this diversity enriches organisations with varied insights and creativity, it also presents unique challenges in communication, collaboration, and leadership. Effective navigation of these challenges requires more than just technical skills; it demands a nuanced understanding of cultural dynamics and empathetic leadership — qualities encapsulated in Human Touch Leadership. <img src="https://static-media.fluxio.cloud/claris/y114HeFi.jpg"> Understanding Cultural Diversity in the Workplace The concept of cultural diversity refers to the coexistence of different cultures within a shared environment. In a workplace context, this diversity can encompass variations in language, customs, beliefs, values, and behaviours. When managed well, cultural diversity fosters innovation, enhances decision-making processes, and improves organisational performance. However, without proper understanding and leadership, cultural differences can lead to misunderstandings, conflicts, and inefficiencies. <img src="https://static-media.fluxio.cloud/claris/DxfcDNMK.jpg"> The Role of Human Touch LeadershipHuman Touch Leadership offers a comprehensive framework for navigating and leveraging cultural diversity within organizations. At its core, Human Touch Leadership emphasises three essential pillars: <img src="https://static-media.fluxio.cloud/claris/c8FCNsDh.png"> 1.&nbsp;&nbsp;&nbsp;&nbsp;Human - Understanding the Human Mind and Neuroscience:&nbsp;Human Touch Leadership begins with a deep understanding of how the human mind works and the neuroscience behind this. Knowing this, we begin to appreciate similarities on how the mind and the neuropathways connected and wired can cause us to react differently based on our beliefs, experiences underlying cultural behaviours, enhancing their ability to empathize and communicate effectively across cultural boundaries. 2.&nbsp;&nbsp;&nbsp;&nbsp;Touch - Building Emotional and Conversational Intelligence:&nbsp;Emotional intelligence (EI) and conversational intelligence® (CI) are critical components of Human Touch Leadership. EI enables leaders to recognize and manage emotions, fostering trust and collaboration across diverse teams. CI, on the other hand, focuses on understanding how conversations shape relationships and organisational culture, allowing leaders to navigate cultural nuances sensitively and effectively and remember how words and language can have different interpretations and&nbsp;&nbsp;can affect how one responds. 3.&nbsp;&nbsp;&nbsp;&nbsp;Leading with Empathy and Compassion:&nbsp;Empathy and compassion lie at the heart of Human Touch Leadership. Leaders who cultivate these qualities demonstrate genuine concern for their team members' well-being, regardless of cultural background. By empathising with different perspectives and experiences, leaders can build inclusive environments where every individual feels valued and respected. Benefits of Human Touch Leadership in a Culturally Diverse Workplace <img src="https://static-media.fluxio.cloud/claris/893uwNDz.jpg"> Implementing Human Touch Leadership practices in a culturally diverse workplace yields several significant benefits: 1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Enhanced Communication and Collaboration:&nbsp;By promoting empathy and understanding, Human Touch Leadership facilitates clearer communication and reduces misunderstandings that can arise from cultural differences. This clarity fosters more effective collaboration among team members, leading to improved productivity and innovation. <img src="https://static-media.fluxio.cloud/claris/tc2mHNNd.png"> 2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Strengthened Organisational Culture:&nbsp;Human Touch Leadership contributes to the development of a positive and inclusive organisational culture. When leaders prioritise empathy and compassion, they create a supportive environment where employees from diverse backgrounds feel empowered to contribute their unique perspectives and talents. 3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Increased Employee Engagement and Retention:&nbsp;Culturally sensitive leadership practices enhance employee engagement by recognizing and valuing individual contributions. This recognition boosts morale and loyalty, reducing turnover rates and fostering a more stable and committed workforce. 4.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Improved Decision-Making and Problem-Solving:&nbsp;Leaders versed in Human Touch Leadership are better equipped to leverage diverse viewpoints in decision-making processes. By integrating insights from various cultural perspectives, organisations can make more informed decisions and develop innovative solutions to complex challenges. Conclusion Embracing cultural diversity in the workplace through Human Touch Leadership not only enriches organisational dynamics but also strengthens overall performance and resilience. By understanding the human mind, cultivating emotional intelligence, and leading with empathy and compassion, leaders can create inclusive environments where diversity thrives as a catalyst for success.

The Power of Human Touch Leadership In today's globalised world, workplaces are becoming increasingly diverse, bringing together individuals from different cultural backgrounds, experiences, and perspectives. While this diversity enriches organisations with varied insights and creativity, it also presents unique challenges in communication, collaboration, and leadership. Effective navigation of

Embracing Cultural Diversity in the Workplace

Trust is the bedrock upon which successful organisational cultures are built. It forms the essence of strong relationships, effective teamwork, and sustained performance. Yet, cultivating trust within an organization is no simple task. It requires a deliberate effort from leaders to create an environment where trust can flourish. Understanding Trust At its core, trust is about believing in the reliability, integrity, and competence of others. When trust is present, individuals feel safe to express themselves, take risks, and collaborate openly. This fosters a sense of belonging and camaraderie, essential elements of a healthy organisational culture. The Role of Leadership Leaders play a pivotal role in shaping the level of trust within an organisation. They set the tone for the culture, model trust-based behaviors, and create systems that reinforce trust. When leaders demonstrate transparency, honesty, and empathy, they build credibility and inspire confidence in their teams. Human Touch Leadership: A Pillar of Trust <img src="https://static-media.fluxio.cloud/claris/OEZd3gpB.jpg"> Human Touch Leadership (HTL) serves as a guiding framework for building trust within organisations. It emphasizes understanding how the mind works, navigating emotions effectively, and building on emotional intelligence and conversational intelligence. <ul><li>Understanding how the Mind Works: HTL encourages leaders to recognise the unique perspectives and experiences of their team members. By understanding the cognitive processes that shape behaviour through neuroscience, leaders can adapt their communication and decision-making to foster trust.</li><li>Navigating Emotions Effectively: Emotions play a significant role in building trust. Leaders who can manage their own emotions and empathise with others create environments where trust can thrive. They demonstrate authenticity, vulnerability, and active listening, which are essential for building strong connections.</li><li>Building Emotional Intelligence: Emotional intelligence is the ability to recognise, understand, and manage one's emotions, as well as those of others. Leaders with high emotional intelligence can communicate effectively, resolve conflicts, and inspire their teams. By prioritising empathy, authenticity, and increased self and social awareness they create cultures where trust is nurtured and sustained.</li></ul> Creating Psychological Safety <img src="https://static-media.fluxio.cloud/claris/peC0C5QF.jpg"> Psychological safety is another critical component of trust within organisations. It refers to the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. When employees feel psychologically safe, they are more likely to take risks, share their thoughts openly, and collaborate with their colleagues. Practical Steps to Build Trust 1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Lead by Example: Demonstrate trustworthiness in your actions and decisions.2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Communicate Openly: Foster transparency and honesty in your communication.3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Listen Actively: Practice empathetic listening to understand the perspectives of others.4.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Empower Your Team: Give your team members autonomy and ownership over their work.5.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Provide Feedback: Offer constructive feedback to help individuals grow and improve.6.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Celebrate Success: Recognise and celebrate achievements to reinforce positive behavior. Conclusion <img src="https://static-media.fluxio.cloud/claris/csVxu4g8.png"> Trust is the cornerstone of a healthy organizational culture. By embracing the principles of Human Touch Leadership and creating environments of psychological safety, leaders can cultivate trust within their teams and organisations. When trust is present, employees are more engaged, innovative, and committed, driving success for the organization as a whole. As leaders, let us commit to building trust every day, knowing that it is the foundation upon which our organisations thrive.

Trust is the bedrock upon which successful organisational cultures are built. It forms the essence of strong relationships, effective teamwork, and sustained performance. Yet, cultivating trust within an organization is no simple task. It requires a deliberate effort from leaders to create an environment where trust can flourish. Understanding Trust At its core, trust is about believing in the

Building Trust: The Foundation of Organisational Culture

In today’s fast-paced and data-driven world, organisations often prioritize strategies, processes, and technology to drive success. Yet, amidst the quest for efficiency and productivity, one crucial element is frequently overlooked: human connection. It is here that Human Touch Leadership emerges as the secret ingredient towards building a truly healthy and thriving organisational culture. <h4>Understanding Human Touch Leadership</h4> Human Touch Leadership is built upon pillars of empathy, compassion, and genuine connection. It goes beyond traditional leadership approaches focused solely on results and performance metrics. Instead, it emphasises the importance of understanding, supporting, and empowering individuals within the organization. <h4>The Human Capacity of the Mind and Neuroscience</h4> <img src="https://static-media.fluxio.cloud/claris/TBFnWHGU.png"> Neuroscience reveals the profound impact of human connection on our brains and overall well-being. When individuals feel seen, heard, and valued, it activates neural pathways associated with trust, belonging, and motivation. By leveraging insights from neuroscience, Human Touch Leaders can create environments that nurture psychological safety and foster a culture of collaboration and innovation. <h4>The Value of Emotions in Building Emotional Intelligence and Leadership</h4> Emotional intelligence (EI) lies at the heart of Human Touch Leadership. By recognizing and regulating their own emotions and empathising with the emotions of others, leaders can cultivate trust, build stronger relationships, and inspire peak performance. Embracing vulnerability and authenticity, Human Touch Leaders create space for open communication, creativity, and growth within their teams. <img src="https://static-media.fluxio.cloud/claris/8xJEHByD.png"> &nbsp;<h4>Leading with Impact: Empathy and Compassion</h4> Empathy and compassion are key drivers of Human Touch Leadership. Leaders who lead with empathy seek to understand the perspectives and experiences of others, fostering deeper connections and building trust. Compassionate leadership involves actively caring for the well-being of team members, providing support and encouragement, and championing a culture of kindness and respect. <h4>Increasing Productivity and Performance</h4> Contrary to conventional wisdom, Human Touch Leadership does not compromise productivity or performance. Instead, it enhances them. When employees feel valued, supported, and empowered, they are more motivated, engaged, and committed to their work. By fostering a culture of trust, collaboration, and psychological safety, Human Touch Leaders unleash the full potential of their teams, driving innovation, creativity, and performance excellence. <h4>Conclusion</h4> In a world increasingly dominated by technology and automation, the value of human connection cannot be overstated. Human Touch Leadership offers a powerful framework for building a healthy and thriving organizational culture—one that prioritizes empathy, trust, and collaboration. By leveraging insights from neuroscience and emotional intelligence, leaders can unlock the full potential of their teams, drive employee engagement and well-being, and create a workplace where everyone feels valued, supported, and empowered to succeed.

In today’s fast-paced and data-driven world, organisations often prioritize strategies, processes, and technology to drive success. Yet, amidst the quest for efficiency and productivity, one crucial element is frequently overlooked: human connection. It is here that Human Touch Leadership emerges as the secret ingredient towards building a truly healthy and thriving organisational culture.

Culture Catalyst: Elevating Performance through Human Touch Leadership

Over the past two decades, I've had the privilege of guiding hundreds of individuals from diverse backgrounds through the Birkman profile experience. This journey has taken me across cultures, generations, countries, and various types of businesses, revealing a profound truth: we are all wonderfully unique. One of the most valuable lessons I've learned through this journey is the importance of recognising and embracing our differences. Each of us operates in our distinctive way, influenced by our upbringing, experiences, and learned behaviours. Crucially, we respond to stress in our unique ways—some suppressing stress behaviours, while others harness emotional intelligence to navigate through challenging situations. As the author of "Human Touch Leadership," my journey has led me to delve deeply into the fascinating realm of neuroscience, illuminating the significance of emotional and conversational intelligence. These are the cornerstones of motivating and inspiring others, and they allow us to understand how to ignite the brain's chemistry for healthy, constructive conversations. This profound journey commences with a heightened sense of self-awareness and social awareness. <img src="https://static-media.fluxio.cloud/claris/RCtFPRng.jpg"> The Birkman Method serves as a powerful tool that grants us profound insights into our individual personalities, needs, and the intricate ways our stress behaviours can materialise. One of the most enlightening aspects of using the Birkman profile is when I guide clients to reflect on occasions when these stress behaviours have surfaced. This simple yet impactful exercise opens a gateway to transformative conversations that shed light on the triggers and patterns deeply rooted in our responses. What has been particularly striking throughout my journey is the realization that different cultures, shaped by their learned behaviours and conditioning, often approach stress and emotions in distinct ways. These variations in how individuals from diverse cultural backgrounds recognise and manage their stress behaviours can be both enlightening and challenging. Some cultures may have developed unique coping mechanisms or emotional regulation strategies that differ from what is considered "typical" in other cultural contexts. It is only through open communication and understanding and using the Birkman as a tool when this surfaces to avoid misunderstandings. This cultural diversity, while enriching and valuable, can sometimes lead to a lack of recognition of stress behaviours, as well as differing reactions to them. It highlights the importance of cultural sensitivity and understanding when working with individuals from various backgrounds. It reminds us that what may seem like a stress behaviour in one cultural context may be seen as a perfectly normal response in another. <img src="https://static-media.fluxio.cloud/claris/Wqtx5C8r.jpg"> In essence, the Birkman Method not only deepens our self-awareness but also fosters cross-cultural awareness. It prompts us to appreciate the diversity of human experiences and responses to stress. It encourages us to be mindful of these cultural nuances and to approach each individual with empathy and a keen awareness of their unique perspective. As a result, the Birkman Method becomes not just a tool for personal growth and development but also a bridge that connects people from different cultural backgrounds, fostering mutual understanding and enriching our capacity to communicate and collaborate effectively across cultures. Another invaluable facet of the Birkman reports is their revelation of what I like to call "relational disrupters." These disrupters serve as a poignant reminder that not everyone perceives and reacts to the world in the same way. Recognizing this fundamental truth is the cornerstone of gaining perspective and honing our ability to be mindful of others. This heightened social awareness, combined with the insights gleaned from the Birkman profile, equips us with invaluable tools for effective communication and leadership. When it comes to conducting team Birkman sessions involving diverse cultures and generations, magic happens. Each person gets a platform to share their truth, revealing how they prefer to be communicated with, what motivates them, and showcasing their unique strengths. By having one-on-one conversations ahead of time and positioning this as a safe space for sharing, team members become excited to unveil certain aspects of themselves. Facilitating and providing a secure environment for sharing fosters a sense of unity and mutual understanding among team members. It encourages transparency, which ultimately paves the way for deeper connections and more meaningful conversations. In conclusion, the Birkman profile is an illuminating journey of self-discovery and mutual understanding. It empowers us to celebrate our differences, cultivate emotional and conversational intelligence, and enrich our social awareness. By unlocking the power of Birkman, we not only embark on personal and professional growth but also contribute to the creation of a more harmonious and empathetic world. Another invaluable component of the Birkman reports is their identification of "relational disrupters." These disrupters remind us that not everyone perceives and reacts to the world in the same way. Recognizing this fundamental truth is the key to gaining perspective and enhancing our ability to be mindful of others. This heightened social awareness, coupled with insights from the Birkman profile, equips us with valuable tools for effective communication and leadership.

Over the past two decades, I've had the privilege of guiding hundreds of individuals from diverse backgrounds through the Birkman profile experience. This journey has taken me across cultures, generations, countries, and various types of businesses, revealing a profound truth: we are all wonderfully unique. One of the most valuable lessons I've learned through this journey is the importance of

Unlocking the Power of Birkman: A Journey of Understanding and Growth across Generations and Cultures

In the wake of the post-pandemic workplace revolution, where dynamics and organisations rapidly transformed, our Human Touch Leadership Accelerator Programme takes center stage.<img src="https://static-media.fluxio.cloud/claris/Qa6OZeBa.jpg"> Survey reports from influential sources like Gartner and Gallup underline the seismic shifts driven by hybrid work and AI integration. With these changes, leaders grapple with:<ul><li>heightened workloads;</li><li>underscoring the critical need for collaboration;</li><li>management and leadership development; and</li><li>the cultivation of healthy cultures.</li></ul> <img src="https://static-media.fluxio.cloud/claris/xir77oZm.jpg"> In terms of the&nbsp;Human Touch Leadership Accelerator Programme, our focus is not on fleeting motivation but on lasting transformation. We deliberately steer away from conventional one or two-day workshops, recognizing the necessity for a more sustained approach. The programme&nbsp;is meticulously designed to allow&nbsp;each&nbsp;participant&nbsp;to build habits, enhance self-awareness, and navigate the intricate human dynamics unfolding in workplaces. This extends to the gradual development of behavioural competencies over time, providing leaders with a framework to reflect, test, and apply learnings in diverse situations. Our experience reveals that this deliberate pause in the learning journey fosters profound transformation, heightened motivation, and the development of robust leadership skills. A cornerstone of the programme&nbsp;lies in the continuous cultivation of emotional and conversational intelligence®, positioning leaders for long-term success in an ever-evolving professional landscape. <img src="https://static-media.fluxio.cloud/claris/yxi1cwo5.jpg"> At the core of the Human Touch Leadership Accelerator Programme is the alignment with organisational values and purpose. By instilling passion and energy, we empower organisations to embed these principles into their cultures, fostering trust and loyalty. This commitment opens avenues for learning from mistakes, growing collectively, and steering towards a shared vision. The result is not just enhanced communication but a commitment towards self-development among leaders. This includes boosting their emotional intelligence competencies. Participants learn how using the right language, activates the executive brain, motivates and builds others. <img src="https://static-media.fluxio.cloud/claris/tWFMMKTA.png"> The Human Touch Leadership Accelerator Programme takes up to 4 months.&nbsp;The curriculum, tailored to company brands, unfolds over 8 modules, each 1.5 hours,&nbsp;followed&nbsp;by 2 hours of homework for continuous growth. Emphasising positive change, the initiative prioritises empathy, humility, and compassion, unlocking human potential in leaders. The Human Touch Leadership Accelerator Programme takes up to 4 months.&nbsp;The curriculum, tailored to company brands, unfolds over 8 modules, each 1.5 hours,&nbsp;followed&nbsp;by 2 hours of homework for continuous growth. Emphasising positive change, the initiative prioritises empathy, humility, and compassion, unlocking human potential in leaders. Tackling contemporary challenges like:<ul><li>communication</li><li>team collaboration</li><li>burn-out and stress</li><li>decision-making,&nbsp;and</li><li>work culture.</li></ul> It aims to:<ul><li>cultivate trust</li><li>enhance loyalty</li><li>drive performance, and</li><li>help you develop healthier habits</li></ul>yielding tangible results in our dynamic, ever-changing world. Hereby, we would like to invite you to&nbsp;book a complimentary session to learn more&nbsp;about the Human Touch Leadership Accelerator Programme&nbsp;and&nbsp;to&nbsp;help us understand your priorities.

In the wake of the post-pandemic workplace revolution, where dynamics and organisations rapidly transformed, our Human Touch Leadership Accelerator Programme takes center stage. Survey reports from influential sources like Gartner and Gallup underline the seismic shifts driven by hybrid work and AI integration. With these changes, leaders grapple with: heightened workloads; underscoring the

Awaken the Leadership in You

In today's fast-paced world, it's not uncommon to find leaders who are driven solely by results. They're constantly racing against the clock, claiming they have no time to spare and a mountain of tasks to tackle. This mentality tends to permeate throughout an organisation, leaving everyone in a perpetual state of reactivity, racing towards the finish line, and often feeling overwhelmed. The consequences of this approach can have a detrimental impact on our behaviour and our health. <img src="https://static-media.fluxio.cloud/claris/OAxPqKpK.jpg"> Take a moment to consider what's truly happening when we operate in this constant state of urgency. Our minds are on high alert, operating as if in a perpetual state of emergency. This triggers the release of stress hormones like cortisol and adrenaline, activating our sympathetic nervous system. The bigger question we must ask ourselves as leaders is whether this approach genuinely motivates our teams and brings out their best. After all, results can rarely be achieved in isolation; they require the collective effort of a motivated and cohesive team. <img src="https://static-media.fluxio.cloud/claris/qyZBp6V5.jpg"> But here's an important perspective to consider before you can effectively lead others, you must first take care of yourself. Are you making time for practices like meditation, deep breathing, yoga, exercise, spending time in nature, and simply having fun to release the pent-up tension in your body and mind? These activities are vital for activating the parasympathetic nervous system, which helps counterbalance the stress response. Pause, reflect, and be proactive. Designate a specific time each month to plan your upcoming month. Set realistic and achievable goals for yourself and your team. This strategic approach will provide a sense of direction and clarity, reducing the tendency to rush headlong into tasks without a clear purpose. Getting to know your team members on a personal level is another crucial step in effective leadership. Understand their strengths and the challenges they face. Actively listen to their concerns and be open to their ideas, as they may hold the key to achieving your shared goals. In today's interconnected world, partnerships and collaborations are often the keys to success. As a leader, it's essential to leverage the strengths of your team wisely. By empowering your team members with the tools and support they need, you set them up for success. It's a win-win situation – you achieve your goals, and your team members feel valued and motivated. <img src="https://static-media.fluxio.cloud/claris/m1X4EPDv.jpg"> Celebrating successes, no matter how small, and showing genuine appreciation for your team's efforts is a critical aspect of leadership. Recognising and acknowledging your team's hard work fosters a positive work environment and boosts morale. When you implement these practices, you'll notice a remarkable transformation in your leadership style and the atmosphere within your organisation. By prioritising your well-being and that of your team, you activate the parasympathetic nervous system, triggering the release of beneficial hormones like oxytocin, dopamine, and serotonin. These not only contribute to a healthier work environment but also unlock the full potential of your team members. In conclusion, true leadership is not just about chasing results relentlessly; it's about fostering a culture of well-being and collaboration. By taking care of yourself, being proactive, understanding your team, and promoting a positive work environment, you'll find that success becomes not just achievable but sustainable in the long run. So, remember, the path to success begins with taking a step back to breathe, connect, and prioritise well-being for yourself and your team.

In today's fast-paced world, it's not uncommon to find leaders who are driven solely by results. They're constantly racing against the clock, claiming they have no time to spare and a mountain of tasks to tackle. This mentality tends to permeate throughout an organisation, leaving everyone in a perpetual state of reactivity, racing towards the finish line, and often feeling overwhelmed. The

Wake Up the Leader in You: A Journey to Effective Leadership with Human Touch Leadership

The demand for competencies in 2023 will vary depending on industry and job roles. However, there are general competencies that will be highly valued, including:<ul><li>Digital literacy: With the continued rise of digital technologies, individuals with strong digital skills, such as proficiency in software tools, cloud computing, coding, and data analysis, will be in high demand.</li><li>Adaptability and flexibility: In today's rapidly changing world, the ability to adapt to new situations, be flexible, and solve problems creatively is essential. This means being open to learning new skills, being comfortable with ambiguity and uncertainty, and being able to pivot quickly when necessary.</li><li>Critical thinking and problem-solving: These skills are always in demand, and they will continue to be essential in 2023. Individuals who can analyze complex information, identify problems, and develop creative solutions will be highly valued.</li><li>Collaboration and teamwork: The ability to work effectively with others is critical in today's interconnected world. This includes being able to communicate clearly, listen actively, and build strong relationships with colleagues and stakeholders.</li><li>Leadership and management: As organizations continue to evolve and grow, individuals who can lead teams, manage projects, and drive results will be highly valued. This includes skills such as goal-setting, strategic thinking, and decision-making.</li><li>Emotional intelligence: In a world that is increasingly reliant on technology, individuals who possess strong emotional intelligence skills will be highly valued. This includes empathy, self-awareness, and the ability to manage emotions and build strong relationships.</li></ul>Bernard Marr, in his book on Future Skills mentioned, decision making, adaptability, flexibility, cultural awareness, and diversity consciousness, are crucial for success in the new world of work. In addition, the importance of emotional intelligence cannot be overstated, as it is a key factor in building strong relationships, fostering collaboration, and creating a positive and supportive work environment.

The demand for competencies in 2023 will vary depending on industry and job roles. However, there are general competencies that will be highly valued, including: Digital literacy: With the continued rise of digital technologies, individuals with strong digital skills, such as proficiency in software tools, cloud computing, coding, and data analysis, will be in high demand. Adaptability and

The Demand for Competencies in 2023

Change is an inevitable process that occurs at different speeds in different areas of our lives, including coaching and consulting. At Claris Coaching, we understand this, which is why we're committed to constantly evolving and helping businesses and individuals adapt to the ever-changing landscape of growth. <img src="https://static-media.fluxio.cloud/claris/jZkNb6Jy.jpg"> Are you feeling overwhelmed as your business grows too fast?&nbsp;Do you need to adjust your business model or implement a new vision with your team?Perhaps you are looking to upskill your original team as you bring in new hires, or maybe you are consumed with people dynamics or navigating issues with current partnerships. Or are you simply running out of time for valuable collaboration meetings and meaningful conversations? Organizational growth and people dynamics go hand-in-hand. As an organization grows, it needs to consider how its people dynamics may change and adapt its strategies accordingly. This not only includes the number of employees but also their roles, responsibilities, and relationships. Communication is key to successful growth and people dynamics, and as an organization grows, clear communication channels must be established, and everyone must be on the same page. Leadership is another important factor in organizational growth and people dynamics. As an organization expands, new leaders must be developed to manage different departments or teams. These leaders should understand the people dynamics within their teams and create a positive and collaborative culture. <img src="https://static-media.fluxio.cloud/claris/BIyOIqAP.jpg"> Engaging employees is also critical to organizational growth and people dynamics. Engaged employees are more likely to be productive, innovative, and committed to the organization's success. As an organization grows, it's essential to ensure that employees feel valued, supported, and have opportunities for growth and development. Finally, the organizational structure is also vital in managing people dynamics. As an organization expands, it may need to restructure to better align with its goals and strategy. The structure should facilitate communication, collaboration, and innovation while also allowing for flexibility and adaptability as the organization grows and evolves. At Claris Coaching, we use the principles of Human Touch Leadership to enhance the energy needed for your wellbeing and performance. Purpose-driven work activates great chemicals in our brains and motivates us to do more. However, if you are drained at the end of the day due to people dynamics, sustaining that energy can be challenging. Our services support various areas of your business, and you can complete our Human Touch Scorecard on our newly designed website or book a complimentary discovery call with Claris Coaching to learn how we can help you.

Change is an inevitable process that occurs at different speeds in different areas of our lives, including coaching and consulting. At Claris Coaching, we understand this, which is why we're committed to constantly evolving and helping businesses and individuals adapt to the ever-changing landscape of growth. Are you feeling overwhelmed as your business grows too fast?  Do you need to adjust your

Be adaptable and agile to Change

Worried about having a difficult conversation?Already decided that the conversation is going to go terribly? These are very common feelings, but it doesn’t have to be that way.Here are our tips to make that conversation EASY. <img src="https://static-media.fluxio.cloud/claris/7OA3NOqE.jpg"> 1. Self-awareness <img src="https://static-media.fluxio.cloud/claris/Ykfoz7p7.jpg"> Acknowledge your reaction to the thought of the conversation and how this is affecting you. The stress of the situation could be building up your cortisol levels, which triggers a ‘flight or fight’ reaction – not at all conducive to positive communications. 2. Positive thoughts <img src="https://static-media.fluxio.cloud/claris/UcxNrdXY.jpg"> Rather than dwelling on the negative, think about the outcome you would like from the conversation. How could this issue be resolved in a way that would suit both parties? Imagine having this positive conversation a few times – this will release helpful chemicals and build a positive association when you anticipate the conversation. 3. Make the time <img src="https://static-media.fluxio.cloud/claris/OKpkXSan.jpg"> Don’t procrastinate or wait for the other person to come to you. Make time to have the conversation as soon as possible – so long as it’s convenient for the other person. 4. Try to avoid email <img src="https://static-media.fluxio.cloud/claris/ccv2BxXC.jpg"> Emails often cause misunderstandings – so if you’re already anxious about having a conversation, don’t leave it open to misinterpretations. Speak to the person face to face or by phone instead. 5. Be clear and positive <img src="https://static-media.fluxio.cloud/claris/PEPW6xb4.jpg"> Make it clear that you want to discuss something and then start the conversation with positive words. Using appreciative, uplifting and genuine language will prevent the other person feeling defensive and help you get off on the right foot. 6. Listen Put aside any assumptions you have about this conversation and really listen to what the other person has to say. If there’s anything you’re not clear about then ask them to clarify. Make sure you fully understand their point of view and don’t allow your thoughts to be clouded by your own preconceptions. 7. Empathise <img src="https://static-media.fluxio.cloud/claris/bf4Xmbfv.jpg"> Now you’ve heard the other person’s point of view you need to make the effort to truly understand it and then demonstrate to them that you appreciate how they’re feeling. This will build your connection and make them feel more open to listening to your views in return. 8. Agreement before disagreement <img src="https://static-media.fluxio.cloud/claris/1HlgRVMV.jpg"> Find the common ground in your conversation before you deal with the areas you disagree on. However opposed your views are, you will always find something you can agree on, so start on this positive note and your conversation will develop more healthily. If you’re finding it difficult to communicate effectively, then Claris Coaching can help. We provide coaching in conversational techniques which can significantly improve communications in your organisation and create a healthier, more positive company culture as a result.

Worried about having a difficult conversation? Already decided that the conversation is going to go terribly? These are very common feelings, but it doesn’t have to be that way. Here are our tips to make that conversation EASY. 1. Self-awareness Acknowledge your reaction to the thought of the conversation and how this is affecting you. The stress of the situation could be building up your cortisol

How to make a difficult conversation EASY!

The pandemic has placed immense pressure on leaders and businesses across the world. Over the last year, the unpredictability, scale and speed of the pandemic have made numerous facets of business and leadership a challenge. Leaders have had a tough task on their hands trying to respond and navigate their team through the downturn. There’s been a huge wave of uncertainty sweeping across businesses for some time, and it’s now reaching a critical point. So how do leaders navigate through the pandemic? <img src="https://static-media.fluxio.cloud/claris/JpncGqhG_1.jpg"> There’s no single answer, but one thing is for certain – leaders should first equip themselves with the right mindset and behaviours to prepare them to face and overcome these challenges.Let’s take a look at some tools modern business leaders can use. Improving Self-Awareness When leaders reflect on ineffective actions and become more conscious of the effects of their behaviours, they increase their self-awareness and become more aware of others. Leaders can learn how to stop reacting and improve self-management. As leaders, we lead people, we work with and develop others, making decisions along the way to inspire our teams and push them forward. Effectively maximising the capacity of the human brain to drive productivity and performance is the key here. This idea comes from a realisation that emotions hold immense value. Navigating through one’s emotions – becoming more self-aware – is of paramount importance before we can navigate through any external challenges. My good friend Dr Rob Pennington said this: “What I am unaware of controls me, what I become aware of I can change.” Neuroscience Leads to A Healthy Mindset <img src="https://static-media.fluxio.cloud/claris/qyZBp6V5.jpg"> We know that neuroscience is fundamentally connected to human behaviour. However, not everyone can become a neuroscientist. What everyone can do, though, is understand how it affects us and what steps we can take to overcome it. Essentially, we have two systems working in our minds at all times. Our behaviour, thoughts and emotions can either trigger the sympathetic nervous systemwhen we are in a state of emergency or stimulate the parasympathetic nervous system. On one hand, the sympathetic nervous system is triggered by cortisol, a chemical that essentially protects us when we feel that we are under threat. It reduces the capacity of the brain to think as we move into our self-preservation mode. The parasympathetic nervous system, on the other hand, can be activated when we adopt certain practices like mindfulness, hope and compassion. It’s the latter we want to enable the most. Through certain practices, we can promote a healthy mindset and increase the capacity of the mind.&nbsp; Practical Ways to Encourage a Healthy Mind As leaders, there are many ways in which we can introduce certain practices in our lives and the workplace. Think of the possible ways to practice the following activities, incorporating them into your daily routine, and you will soon see that conflicts are easily handled and challenges are overcome.&nbsp; <ul><li>Mindfulness: Breathing, meditation, yoga, tai chi, prayer, and physical exercise in moderation.</li><li>Hope: Thinking and talking about the future. Visualizing and taking yourself to a positive place.</li><li>Compassion: Loving relationships, volunteering and helping those less fortunate, helping family, elderly or disabled.</li><li>Playfulness: Laughing with others.</li></ul> These activities release more serotonin, dopamine and oxytocin, neurotransmitters that promote the effective use of our brains. To better deal with challenges, the above behaviours and actions, among many others, will help to keep our minds healthy. They can all be built into your working life as a way of life so that when any crisis happens, you are more resilient with a healthy mind. Navigating Through the Storm As we move through and out the other side of this difficult time, many people look to their leaders to navigate them safely through the storm, hoping that those leaders will offer them the encouragement, motivation and purpose they need along the way. <img src="https://static-media.fluxio.cloud/claris/yOb4kdTG.jpg"> This means that leaders have to listen, support, encourage and promote healthy conversations to build loyalty and trust. But to do that, you must incorporate elements of the Human Touch Programme into your leadership style. I’ll leave you with another quote, this time from Karen Armstrong’s book Twelve Steps to a Compassionate Life. “The Golden Rule requires self-knowledge; it asks that we use our feelings as a guide to our behaviour with others. If we treat ourselves harshly, this is the way we are likely to treat other people. So we need to acquire a healthier and more balanced knowledge of our strengths as well as our weaknesses.”

The pandemic has placed immense pressure on leaders and businesses across the world. Over the last year, the unpredictability, scale and speed of the pandemic have made numerous facets of business and leadership a challenge. Leaders have had a tough task on their hands trying to respond and navigate their team through the downturn. There’s been a huge wave of uncertainty sweeping across businesses

Post-Pandemic Leadership with the Human Touch

Running a business can be demanding and stressful. Not only do you have to consider strategies to grow your business and succeed, but you must also handle the day to day tasks associated with running a business. The daily operations, like managing employees and liaising with clients, or planning work and carrying out tasks yourself, can all get on top of you. Before you know it, pressure builds, our minds become clouded, and tempers inevitably flare. Perceptions become reality in our mind and we build up our thoughts and assumptions about situations based on the way we see them. As a result, we build layer upon layer of emotions that cloud our judgment.So it’s important to have healthy conversations often and understand the other and how they are thinking. If not, this is where the friction occurs. Every now and then, as a result of that build up, conflicts or disputes come to the surface. It’s a part of running a business (albeit an avoidable one) that none of us like that can create an uncomfortable working environment between employees and clients, or even suppliers and business partners. As leaders, we often assume that if we just continue to lead and do what we do, things will straighten themselves out. Stiff upper lip, just keep moving, and before you know it we’ll be right as rain…right? Unfortunately, that’s not the case. Sure, you may be able to ignore it and push it back under the surface. Out of sight, out of mind. But sooner or later it will reappear, causing more trouble when it does. So what can you do when a business dispute arises? What’s the best course of action for all involved? How do you resolve the conflict or dispute so things can get back to normal? Business Dispute Resolution Like many things in life, business disputes are part and parcel of running a company. Contracts, agreements, suppliers, business partners…it could be about anything. But wherever the conflict or dispute may arise, it’s bound to cause frustration, draining you emotionally and draining your business financially. When things really get out of hand, a protracted court case is the last thing you want. Fortunately, there are ways and means to mitigate or eradicate complications like this. Peaceful resolutions are not just achievable, they can be guaranteed. Using a professional mediator can save time, money and a whole lot of energy that would otherwise be wasted. What is business mediation? Simply put, mediation can help you handle and resolve conflicts away from the courts and free of legal complications. Essentially, mediation is conducted by a third party, someone neutral and trained to specifically handle conflicts in the workplace, who can take an unbiased approach to guide two or more parties to a satisfactory, fair and productive resolution. It sounds formal, but it doesn’t have to be. Mediation is a holistic process that ensures everyone is heard. A trained mediator can guide the disputing parties through productive dialogue, to ensure an outcome in the best interests of everyone. The result is a mutually beneficial agreement. Court battles can be long and adversarial, but mediation is structured and confidential. At its core, mediation works to maintain relationships, building stronger partnerships and sustainable businesses in the process.

Running a business can be demanding and stressful. Not only do you have to consider strategies to grow your business and succeed, but you must also handle the day to day tasks associated with running a business. The daily operations, like managing employees and liaising with clients, or planning work and carrying out tasks yourself, can all get on top of you. Before you know it, pressure builds,

Why is business mediation the best solution?

I have been associated with the hospitality sector nearly all my life. I came to know the industry through the family business, where I worked up through the ranks before moving on to work in the capacity of a consultant, trainer and coach. My first experience of seeing effective hospitality processes brought into use in the health and care sector was when I worked in the United States with Belmont Village, which develops and operates dozens of assisted living communities. The stakeholders that garnered the most focus were the care company’s clients, and thus Belmont Village focused on the experiential aspect. When it came to training, the emphasis was firmly on customer engagement, teamwork and leadership development. These days, I work primarily outside of the United Kingdom, and over the years I continue to see how much weight is placed on education and development for leaders and managers in hospitality, where holding the customer in mind at all times takes precedence. Conversely, the guest experience is based on the memories and touchpoints throughout the customer journey, and thus extensive training is given on how to deal with the customer while also ensuring that the team is supported. Let’s not forget, they work in an incredibly stressful environment. Almost every brand I have observed and worked alongside places considerable weight on the development of leadership and management, often going so far as to include emotional intelligence in their frameworks. If there is one thing leaders have learned over the years, both the guest experience and a positive workforce are tantamount to success. What’s not always clear, however, is the route to achieving this. The Six Pillars of Customer Experience Excellence KPMG has developed a great framework called The Six Pillars of Customer Experience Excellence. It acts as an example of the work that goes into training and development in these sectors and serves as a reminder of vital forces in achieving said excellence in customer experience. <img src="https://static-media.fluxio.cloud/claris/MyQXzIW3.png"> In an article by Saylor Academy, they state that there is a growing recognition of the importance and relevance of compassion to patient outcomes. “Perhaps more pertinently,” the article states, “to the damage and suffering that ensues when it is absent or attenuated in the health care setting.” Many health and care providers consider the importance of weaving in the principles of hospitality, but it is taking time. Healthcare professionals spend time on skills that are important, such as leadership development. However, I often notice that training given to the health care sector is very much focused on compliance according to CQC standards. Although this is very important, the focus then is centred around safeguarding, as well as health and safety. Healthcare vs Hospitality <img src="https://static-media.fluxio.cloud/claris/1ASPJWPi.jpg"> <img src="https://static-media.fluxio.cloud/claris/6FTWONW8.png"> The pandemic has taught us how resilient people can be, while also driving home the need for companies to reflect on what stress can do to a person. Care homes and nursing homes have dealt with a deluge of changes over the past eighteen months, so it’s pleasing to see that for the most part they are keeping their residents safe and learning to pull together. This has helped business owners and leaders really see the need for greater empathy and compassion, and how they might best foster that within their teams and also for the resident’s family and overcome the barriers that held them back. The barriers to compassion In a questionnaire-based study by Saylor Academy that sought to explore the barriers to compassion, responses showed four factors that interfered with compassionate practice. They were as follows:<ul><li>burnout or overload – time pressures were central to this,</li><li>external distractions, including bureaucratic requirements,</li><li>“difficult” patients and families, and</li><li>complex clinical situations, including uncertainty and failure of treatment.</li></ul> The principles of Human Touch Leadership can be embedded to overcome these previously mentioned barriers. But what is Human Touch Leadership? Well, it can be summed up like this:<ul><li>Human – Maximising the potential of the human mind</li><li>Touch – Navigating our emotions</li><li>Leadership – Unpacking empathy and compassion</li></ul> <img src="https://static-media.fluxio.cloud/claris/AwCXttcC.jpg"> Simply put, attaining a high level of human touch leadership comes through transforming leaders’ mindsets towards one that prioritises the above framework. It means going back to learn more about oneself and others and partnering towards providing the best experience for residents, patients and clients. It also requires developing emotional intelligence and conversational intelligence in the way we recruit, orientate and onboard, conduct meetings and supervise staff, and also how we converse with external contacts, like the emails and conversations that we have with the resident families and social services. Embracing change People are the most vulnerable when they are at the mercy of someone else. If we are able to give them an experience that is positive and heal their journey through understanding the human mind and its potential through the conversations that we have, we can fundamentally change the energy, and thus the end result.We all know the feeling when we are energised with positive thoughts and emotions. On the flip side, we know how draining negative thoughts and emotions can be. The chemicals in our brain play a big part in this and when we learn to navigate our emotions and choose our words carefully, we find we motivate others and feel better ourselves. This does take skill and practice and some relearning of old habits, but everything is possible. One thing to remember is, if we work in fear mode and are spoken to in a negative way, we limit the capacity of our human potential. When we work together towards solutions, the chemicals open up the human mind and we gain cooperation. It is so easy to judge and criticise, losing trust quickly when this is the case. However, at times, try to listen, learn and build solutions together and see if this changes the outcome. In this rapidly changing world, we need leaders to step up, and now is as good a time as any to give health care professionals the tools for great leadership.

I have been associated with the hospitality sector nearly all my life. I came to know the industry through the family business, where I worked up through the ranks before moving on to work in the capacity of a consultant, trainer and coach. My first experience of seeing effective hospitality processes brought into use in the health and care sector was when I worked in the United States with

What can healthcare leaders learn from hospitality?

When one thinks of finding the right candidate for the organisation, whether you are a recruiter or business owner in healthcare, one is looking for the right skills and attitude to fit in the organisation. Working with care homes or health providers and offering a service to patients and residents is a 24-hour business. The responsibility falls on the facility and this can be taxing. One is not only handling their own shift but also ensuring that correct information is passed from one shift to another. There are many skills required that are not just technical. After all, it is a people business. The problems faced by recruiters today In another article, we looked at the importance of hospitality in the health and care sectors.&nbsp;Nowadays, people expect more and this was especially true during the pandemic when people became more isolated and vulnerable. &nbsp;The challenge in the market today is there is not a big enough pool to attract people to work in this profession. This is not only in the UK but seems to be in other parts of Europe and in the United States, too.&nbsp;From such a limited pool, how do recruiters draw the best fitting candidates to health care? Does this dovetail with the candidates own sense of purpose? &nbsp;From a candidate’s view, what do they look for? They will check the salary, as most of us do, as well as the cultural fit of the organisation. They might also look for opportunities to progress, the quality of their potential colleagues, training and career advancement options, management. This is all relatively normal when searching for a new role. &nbsp;I think now though, there is another question being asked by professionals at the recruitment stage.&nbsp;Is there empathy and compassion in the workplace? <img src="https://static-media.fluxio.cloud/claris/9A02HZfy.jpg"> The candidate of today is more motivated by the way the recruiter or manager interviews them and will make a judgement based on whether or not they feel comfortable. The tables have turned. Gone are the days when the recruiter had a pool of good candidates. Now the candidate is doing the assessing as they have so much choice. Professionals face many challenges in this rapidly changing world. Leaders and all levels of employees need to be more flexible than ever before. They need to be adaptable and they need the skills required to work well with others. Emotional intelligence drives every aspect of the process, from interviewing the right candidate to building an organisational culture within. Hiring for a person who does not get thrown off balance and has the ability to work with others, has good listening skills and is willing to collaborate and grow, will give organisations this balance. If you were to look at the profile of an emotionally intelligent professional, one thing that really sticks out is self-motivation. Most organisations have been through many changes during this pandemic and dealt with many issues, so it seems that emotional intelligence is not only needed for the candidates but also for the managers. Individuals who know themselves better, understand the power of their emotions, know how to navigate these in a healthy way, are more mindful of others, and listen to others with empathy and compassion are the best ones for these positions. Success from a recruiting perspective then, and for retention, is to select candidates with the right cultural fit and a strong emotional intelligence skillset. Depending on the level one is bringing into the organisation, their competencies within emotional intelligence will vary ie. dealing with difficult people, versus influencing change. <img src="https://static-media.fluxio.cloud/claris/FnGbYxk4.png"> What is emotional intelligence and why is it important? As the CEO of Six Seconds Joshua Freedman puts it, emotional intelligence is “a way of recognizing, understanding, and choosing how we think, feel, and act.” “It shapes our interactions with others and our understanding of ourselves,” he says. “It defines how and what we learn; it allows us to set priorities; it determines the majority of our daily actions.” Joshua Freedman, who is ever enlightening on the subject of emotional intelligence, often refers to a persuasive piece of research that indicates emotional intelligence is responsible for almost 80% of the success we enjoy throughout life. The pandemic disrupted people’s lives very quickly. Many people had to shift gears and multi-task. For some, this has presented many mixed emotions. The art of emotional intelligence is to recognise and acknowledge how we are feeling and ask ourselves why. Reacting out of fear and being hijacked can prevent us from thinking straight. If we can grasp this, then we are able to prevent things from escalating and causing friction. We must learn to reflect before we act.The health and care sectors have had many demands on the people who work within. The best coping mechanism for many, it appears, is to know how to recognise emotions and put some simple techniques in place to regulate them, so they do not react negatively to every situation. Those people have been able to focus with optimism and focus on the task at hand. They are able to collaborate and ask for help and are more comfortable with themselves. Generally speaking, they are able to see things from the perspective of others and listen with a caring ear. How can understanding emotional intelligence help you identify better candidates? Once we know the right questions in an interview, especially those that are situational, we are able to see if a candidate is reactive or can think through solutions that are specific to the organisation’s culture. Here are examples to ask at two different levels of the care sector. Example: You are new to the industry and have been asked to conduct a complicated procedure. <ul><li>Do you just try to do it based on seeing someone do this?</li><li>Do you recognise that you have not done one before and leave it?</li><li>Do you ask someone who has done this before to help you?</li></ul> Example: You are short-staffed and in charge of the shift. What do you do?<ul><li>Do you complain to everyone about how terrible the situation is?</li><li>Do you decide that you are just going to put a stop to this?</li><li>Do you look at the staff you have and collaborate with them on how best to fix the situation currently and tackle the problem later?</li><li>Do you get on the phone and run around to find people to come in?</li></ul> These are just a couple of scenarios. When trying to look for the right candidate, having situational questions can draw some valuable insights. An example of a checklist might be:<ul><li>Flexible</li><li>A problem solver</li><li>Good at risk management</li><li>Adaptable</li><li>Willing to learn</li><li>Willing to take feedback onboard</li><li>Solutions-focused</li><li>Calm under pressure</li><li>Empathetic</li><li>Compassionate</li></ul> Look for flexibility, adaptability, problem-solving skills, solution-focused mindset, calm demeanour. Make an example of your own checklist and then identify situational questions that draw out some behaviours.It may be worthwhile building a simple test that reflects the organisational culture from top to bottom, filled with situational prompts that tease the candidate’s personality out. <img src="https://static-media.fluxio.cloud/claris/Bz3tFn8x.png"> How do we ensure we have good retention? Whether you are a recruiter working for an organisation or within the organisation, understanding the candidate’s journey once they have been hired is also important. Every organisation needs a good onboarding programme. The first month of a new employee’s journey in a company is crucial. The recruiter can give insight to the management team on the candidate’s strengths and challenges. This allows the company to factor in the right type of training and supports the candidate’s needs according to their level of expertise. Knowing their personality and how they fit helps the organisation observe how they respond to learning.So, to conclude, it is about time we pay particular attention to emotional intelligence during the recruitment, onboarding, and training stages. It is shown time and again that its inclusion into the modern workplace brings a raft of benefits, and its impact would be felt all the same in recruitment. If you need any guidance, book a free consultation with me and we can discuss your challenges.

When one thinks of finding the right candidate for the organisation, whether you are a recruiter or business owner in healthcare, one is looking for the right skills and attitude to fit in the organisation. Working with care homes or health providers and offering a service to patients and residents is a 24-hour business. The responsibility falls on the facility and this can be taxing. One is not

Why is Emotional Intelligence Important in Recruitment?

Emotional intelligence is now a fundamental trait for any leader looking to be successful, but how do you put it into practice? Read on to find out. In 1986, the American psychologist and author Daniel Goleman spoke about emotional intelligence. This began to resonate with many organisations, who then went on to reassess the competencies that had up until that point been deemed as necessary for great leadership. Emotional intelligence found itself firmly at the centre, and organisations across many sectors started to put it into practice, with huge benefits. When explaining the outlined areas to review for development, Daniel Goleman said: “Having emotional intelligence is developing oneself and being able to carry on even if there are frustrations. To be able to control our impulses and regulate our moods so that the distress one feels does not cloud one’s ability to think. To be able to recognize how another person feels and thinks and see situations from other perspectives.” <img src="https://static-media.fluxio.cloud/claris/7F29MRKL.jpg"> Goleman focused on the development of both self and social awareness, and in his book, Working with Emotional Intelligence, he laid out the Emotional Intelligence Framework. It identified personal competencies and social competencies. The competencies he outlined encapsulate the art of managing oneself through self-awareness, self-regulation and the emotions that guide or facilitate us in reaching our goals or our motivation. His social competencies are all to do with empathy, such as understanding others, developing others, leveraging diversity, service orientation and political awareness. Social skills involve facilitating change in others, like influence, the way we communicate and listen, managing conflict, being an agent of change, building relationships and collaboration. “If your emotional abilities aren’t in hand, if you don’t have self-awareness, if you are not able to manage your distressing emotions, if you can’t have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far.” Daniel Goleman Emotional intelligence is now a necessity. It should be at the core of every leader’s style if they wish to be successful in their leadership. Effectively embedding the principles of emotional intelligence allows for happiness and productivity to thrive, among many other things. When putting emotional intelligence into practice, one of the key things to manage is stopping your brain from being hijacked. I cover this in more depth in Human Touch Leadership, my debut book. Essentially, if we react without thinking, our behaviour comes across as attacking and the mind becomes flooded or hijacked. When we can catch this, by knowing what has triggered us in the first place, acting calm and patient will allow us to use our human capacities more effectively.&nbsp; Just behind emotional intelligence and empathy is the skill of listening effectively, choosing how we react, learning to apply optimism to situations, being able to evaluate the pros and cons of a situation through consequential thinking, and bringing out the factors that not only motivate oneself but motivate others too. Motivation through purpose drives you towards your goal.&nbsp; If you want to look a little deeper into your own motivations, here are some questions you might ask yourself:&nbsp; <img src="https://static-media.fluxio.cloud/claris/Qro4AZO7.jpg"> <ul><li>What happened and why?</li><li>How am I reacting to this?</li><li>What thoughts and feelings do I have?</li><li>What thoughts and feelings are causing me to react?</li><li>What is underneath my current feelings?</li><li>How does this emotion motivate me or demotivate me?</li><li>How does this behaviour affect others?</li><li>What outcome would I like to see happen?</li><li>What can I learn from this?</li><li>What choices do I have?</li><li>What can I do differently?</li><li>How would I like to feel?</li><li>What mixed emotions am I having?</li></ul> When I use the model, the “stop and pause” button first takes me to the purpose, or the solution I am trying to achieve. I then allow myself to learn and acknowledge the thoughts and emotions surrounding the situation. This clears the way for calmness and patience, leading, inevitably, to success. If you need help putting emotional intelligence into practice, please get in touch. I’ve advised leaders from across the world, helping them to build cultures of empathy and compassion, with emotional intelligence at the core.

Emotional intelligence is now a fundamental trait for any leader looking to be successful, but how do you put it into practice? Read on to find out. In 1986, the American psychologist and author Daniel Goleman spoke about emotional intelligence. This began to resonate with many organisations, who then went on to reassess the competencies that had up until that point been deemed as necessary for

How to Put Emotional Intelligence into Practice

It is a great opportunity to reflect on your work and home life. Ask yourself: <img src="https://static-media.fluxio.cloud/claris/KfiRRXen.jpg"> <ul><li>Am I just doing a job at work or duty for a family member?</li><li>Can I imagine how it feels to walk in someone else’s shoes and understand their perspective?</li><li>How often do I turn situation around from a negative to a positive?</li><li>Do I have the compassion to share, to give or to make someone’s day?</li></ul> The need for empathy and compassion from a young age. I have two grandchildren. Observing them, I wonder if empathy and compassion is part of nature or nurture? One minute they’re playing nicely. The next he’s swung around without thinking and accidentally hurt his sister. She pushes him back, he retaliates, she scratches him…and so on. They both need their space and, when they hurt each other, I encourage them to hug and say sorry. While the lack of empathy in a working environment won’t (usually!) lead to physical combat, incidents can occur which create the same “fight or flight” response my grandchildren were feeling. How do we stop and think rather than retaliate immediately? How do we use emotional intelligence effectively? A lesson in empathy and compassion I decided to teach my grandson a lesson about empathy and compassion in the real world. My grandson needed to go to a swimming lesson, so we called an Uber taxi. We noticed that the Uber driver was impatient, he didn’t wait until my grandson had his seatbelt on before moving off. When we arrived at swimming, there was a parent who waited courteously at the door until we got in. The receptionist acknowledged my grandson cheerfully, who enjoyed the feeling of importance this gave him.After the swimming lesson, everyone rushed to get into the shower and didn’t consider that some people might need to go first. We decided to wait and see who needed to shower quickly. On the underground, one passenger got up to give my grandson a seat, another moved over so I could sit next to him. We discussed how many other people hadn’t even noticed the small boy who was struggling to stand on the moving train. When we went to the shops, we noticed that some shopkeepers were like robots, just doing the bare minimum to serve their customers. We thought how Alexa, our new, virtual friend, was more attentive than these shopkeepers. Reflecting on our lesson We discussed each incident and my grandson was able to see the difference between service which is done out of duty (like the shopkeeper) and service from people who genuinely care (like the parent and the receptionist). We discussed the empathy and compassion regularly shown by his babysitter and the doorman where he lives. They go out of their way to help, are good listeners and are always there when he needs them.We discussed the lollipop lady who controls the traffic when we are crossing the road and how she always acknowledges us. We too ask her how she is. We even remembered the gentleman who was sitting near us in a café. When I went to pay, I realised that I had left my wallet at home. The gentleman kindly offered to pay for us. My grandson started to relate this back to his life and what it feels like to be pushed around or ignored. He thought about how that must feel for his sister, or others, as well as himself. He’s learning what it is to be human and have true empathy. He’s still a work in progress (I’m sure his little sister would agree!) but moving in the right direction. The benefits of empathy in business It’s easy to translate this story into tangible benefits for your business. We felt no loyalty to the shopkeeper who provided the minimal service, it will be easy for us to go elsewhere next time. <img src="https://static-media.fluxio.cloud/claris/TMeD1wWc.jpg"> On the other hand, it was a pleasure to be greeted so well by courteous people, people who we remember, who give us a memorable experience. These are the places we’ll go back to and recommend to others. We tend to trust people who listen to our perspective with compassion and give genuine, empathetic suggestions. Stop and reflect on the way you serve, manage and build your relationships. The science behind the benefits The benefits of showing compassion and empathy aren’t just about customer satisfaction, they have more personal benefits too. Neuroscience shows that when you make this type of connection with another person, your body releases positive chemicals such as serotonin, oxytocin and dopamine (known as “happy hormones”). In short, you feel a surge of positivity – and so does the other person! <img src="https://static-media.fluxio.cloud/claris/57bF3Fx8.jpg"> On the other hand, when you’re negative, mechanical or angry, your body releases cortisol. This is the chemical that gives us a flight or fight response. This “stress hormone” evolved to help you escape from danger – but these days it’s rare to be in true danger. Cortisol does play an important role in the body and is perfectly healthy at normal levels. However, a build-up of cortisol can limit our cognitive abilities, cause anxiety and lead to depressive thoughts. Showing compassion and empathy in everyday life will help manage your cortisol levels and reduce negative feelings. Your homework! Take some time over the festive season to ask yourself a few questions about your own levels of empathy and compassion:<ul><li>Are there things which you’re just doing out of duty, without really caring about the job?</li><li>Can you imagine what it feels like to walk in someone else’s shoes and truly understand their perspective? Perhaps someone you often conflict with?</li><li>Do you have enough empathy to know how to really make someone’s day?</li></ul>

It is a great opportunity to reflect on your work and home life. Ask yourself: Am I just doing a job at work or duty for a family member? Can I imagine how it feels to walk in someone else’s shoes and understand their perspective? How often do I turn situation around from a negative to a positive? Do I have the compassion to share, to give or to make someone’s day? The need for empathy and

How to use empathy to benefit you and your business

We’re expected to map out all sorts of new goals, to accelerate our benchmarks and, most importantly, to craft new visions. But what if our vision is blurry? Or we just don’t know where to start: from ideas to manifestations?Here’s a suggestion: How about a vision board? Sure, it’s one of the oldest techniques in the book. Depending on how you approach it, it can also be one of the most powerful tools of visualization. Introducing 3 approaches to vision boards: A vision board is a great way to align our purpose, values and emotions. Research now shows that it is a great methodology to release dopamine in the brain – that neurotransmitter that creates signals between the brain cells. For example, when something good or unexpected happens, dopamine helps you feel motivated. The key then is not only to stimulate dopamine in the brain through visualisation, but to use that to set goals. Recently, Claris Coaching has gained more knowledge about the role of the reticular cortex and the reticular activating system (RAS) – the part of the brain that helps us focus. As we stimulate this part of the brain with our vision and emotions, it then becomes a scanner, sourcing what we are most attracted to. In case you’re new to vision boards, here is the drill:1) Go through your magazines and tear the images that grab your interest. Words, images, headlines, anything that strike your fancy.2) Then it’s time to eliminate and consolidate. Add some writing to mark your ideas clearly.3) And there you have it. The trick is to find the vision board approach that suits you. New York Times bestseller and coaching Jack Canfield has nailed down 3 approaches to vision boarding, which we think are just brilliant. 1. “You know what you want” vision board:<ul><li>You’re very clear about your desires.</li><li>You want to change your environment or surroundings.</li><li>There is a specific thing you want to manifest in your life. (i.e. a new home, or starting a business)</li></ul> Instructions:<ul><li>Look for the exact pictures which portray your vision.</li></ul> 2. “The opening and allowing: vision board:<ul><li>You’re not sure what exactly you want.</li><li>You have a vision of what you want, but are uncertain about it in some way.</li><li>You know you want change, but don’t know.</li></ul> Instructions:<ul><li>Go through each magazine. Tear out images that delight you. Don’t ask why. Then, as you start to eliminate, hold that same openness, but ask yourself what your picture might mean. What is the picture telling you about you?</li></ul> 3. “The theme” vision board:<ul><li>It’s your birthday or New Years Eve or some significant event that starts a new cycle.</li><li>You are working with one particular area of your life. Ex: work &amp; career.</li></ul> Instructions:<ul><li>This one has clear parameters and intent. Before you begin the vision board, take a moment to hold the intent and the theme in mind. When you choose pictures, they will be in alignment with the theme.</li></ul> Give vision boards a try! It’s proven to sharpen your focus through activating your subconscious, the laws of attraction as well as building internal motivation.

We’re expected to map out all sorts of new goals, to accelerate our benchmarks and, most importantly, to craft new visions. But what if our vision is blurry? Or we just don’t know where to start: from ideas to manifestations? Here’s a suggestion: How about a vision board? Sure, it’s one of the oldest techniques in the book. Depending on how you approach it, it can also be one of the most powerful

3 Different Methods For Visions Boards

Think of water as an analogy for communications. It flows smoothly when the temperature is normal. But when the temperature changes it goes into different states: ice or steam. In both these states, change needs to happen, to create the flow again. <img src="https://static-media.fluxio.cloud/claris/C13OEsxB.jpg"> This is the same with communication. Communication is not just about the way we listen and the way we respond. It’s a highly nuanced art. Effective communication is about using many different skills, to discover what is in each other’s mind and build solutions together. Do any of these situations ring a bell?<ul><li>You are expecting feedback from your manager, but you don’t get it.</li><li>You are too reluctant to speak to someone about something on your mind.</li><li>You are too busy to have that important meeting or conversation.</li><li>A colleague didn’t finish some important work, but they don’t tell you why.</li><li>Your business partner hasn’t been in touch for days and you wonder what’s wrong.</li><li>Your son/daughter hasn’t got back to you on something you asked from them.</li><li>Your manager started to say something but didn’t finish and you didn’t ask them to clarify.</li><li>You know something’s up with your son or daughter, but they clearly don’t want to talk about it.</li><li>You don’t like what you are doing yet you’re not addressing this.</li><li>You don’t think you’re being compensated fairly and yet you’re reluctant to have the conversation.</li><li>You don’t understand why she/he is getting credit for work they have not done and it is building up inside you.</li></ul> Have you ever worried about communicating in these situations? Grown anxious at the thought of finally having the conversation with that person? Decided in your mind how it’s going to go, before you even approach them? You are not alone. Over the years I have learnt the importance of developing emotional intelligence to gain the confidence to see the bigger picture and manage my fears about having that conversation. <img src="https://static-media.fluxio.cloud/claris/vynGw4or.jpg"> Conversational Intelligence® A few years ago, I was introduced to the book “Conversational Intelligence: How Great Leaders Build Trust and Get Extraordinary Results” by Judith E. Glaser and was so intrigued that I decided to work towards C-IQ for Coaches® Enhanced Program and C-IQ Certification. Judith passed away in November 2018 and has left a tremendous legacy to the world. She captured how one builds trust with others through Conversational Intelligence® (C-IQ). She delved into neuroscience, the chemicals that we produce in conversations and how “Words create Worlds”. The Ladder of ConclusionsTM Parts of the content presented here are adapted from Conversational Intelligence® and the work of Judith E. Glaser. When there is an absence of communication it can lead our minds to make assumptions about why, usually negatives ones. We start to think of situations in the past, we draw conclusions based on other people’s stories and our own beliefs and insecurities about the situation build up. However, if we instead build a positive picture of the situation, we go forwards with hope and confidence and normally choose the right words. When we allow the negative thoughts to accumulate, there can be a sequence of events known in the world of Conversational Intelligence® as the “Ladder of ConclusionsTM”. By understanding the Ladder of ConclusionsTM we can understand our own reactions and, as a result, manage them in a more beneficial way. Bio-reactions Our first instinct is to protect ourselves. It’s perfectly normal – in the very beginnings of time this type of fear was intended to keep you safe. When we are fearful the brain produces increased levels of cortisol (a steroid hormone). This ‘switches off’ the parts of our brain which control our use of language and our ability to express ourselves. Feelings Depending of the situation, we could feel anxious and this level of anxiety can grow. As time goes on without communication, our imagination takes over and the stress builds up.&nbsp;This can develop into very real physical symptoms like exhaustion and cloud our decision making. <img src="https://static-media.fluxio.cloud/claris/TAdflUSP.jpg"> Thoughts These biological and psychological reactions lead to a thought process about the lack of communication. We think about things that happened in the past, our memories and feelings. We consider other people’s stories and interpret them for the current situation. We imagine what the other person must be thinking. We make a lot of assumptions with very little evidence. In short, we start making things up and make the problem bigger in our own head. Beliefs From these thoughts we create beliefs and insecurities. We build a picture or story in our mind of how it will be when we eventually have to have that conversation. Conclusions Finally, we draw a conclusion. And as we progress up the ladder, the conclusion we make in our heads is bigger than the problem actually is! The solution – pluck up the courage and have the conversation These are our eight recommended steps for having the conversation… 1.	Self-awareness The first step is to recognise the Ladder of ConclusionsTM and that this sequence of reactions will be affecting you in some way, whether consciously or sub-consciously. You need to understand that if fear is the basis of any conversation, it is not going to go well. The stress of the situation will build up the cortisol levels, this will make you less able to communicate, and will trigger a flight or fight reaction. None of which is useful! 2.	Climb down the Ladder of ConclusionsTM Before you have the conversation, you need to ensure that you’ve acknowledged your progress up the Ladder of ConclusionsTM and reversed it. Conflict builds up in our interpretation of the story. Understanding each other without judgement is an important process. Think about the outcome you would like to have from the conversation, rather than the outcome you’re fearful of. Think of this positive outcome from the point of view of both parties – how could this be resolved in a way that you would both be comfortable with? Imagine the conversation which will lead to the right outcome for you both. Run this over in your mind a few times. Opening your mind in this way releases the right chemicals, which will enhance your positive feelings. 3.	Make the time Procrastinating or waiting for the other person to contact you is not going to help. It will just give you more time to climb back up the Ladder of ConclusionsTM. Plus, the other person may not have the faintest idea that something’s wrong, so how will they know to contact you? Make the time. As soon as possible. Check that it’s a good time for the other person (you don’t want to start the conversation with them being inconvenienced) and that you are able to talk in private. <img src="https://static-media.fluxio.cloud/claris/OKpkXSan.jpg"> 4.	Try to avoid email Ideally the conversation should be face to face or by phone. Emails can be so easily misconstrued and, since you have acknowledged already that you were on the Ladder of ConclusionsTM, why give extra scope for anxiety? In addition, it can take a while to receive a response to an email, so you run the risk of an even greater build up of stress as you imagine why they haven’t replied yet. 5.	Be clear Start the conversation by being clear that you have something to discuss. For example, “do you have five minutes to talk” or “something’s on my mind that I wanted to speak to you about. Then ask the question in a way that encourages a healthy conversation. Think about this before you speak to them – you want to ensure that you choose language that does not put them on the defensive.Choose words which are positive, appreciative, uplifting and genuine to start the conversation. Here are a couple of examples: Situation: You are expecting feedback from your manager, but you don’t get it. The wrong way to start: “I am worried that you have not got back to me yet, regarding the current situation.” The right way to start: “Just wanted to see when is a good time for us to review the current situation. Your feedback and direction is really valuable to me.” Situation: You know something is wrong with your son or daughter, but they clearly don’t want to talk about it. The wrong way to start: “What’s wrong with you? I’m not a mind reader!” The right way to start: “I get the feeling that something’s bothering you. Is it something we could talk about?” 6.	Listen Be prepared to listen to everything the other person has to say. Forget any assumptions you might have made about what they’re going to say and listen to what they’re really saying. Listen actively and with compassion, don’t jump to conclusions about what they are about to say or what they might mean. If you’re not sure what they mean then ask them – don’t assume. In the world of C-IQ we use the term double-click. Throughout the conversation it’s important that when you’re listening you don’t allow your own mind to run away with thoughts. Breathe deeply and return to the pure state of listening. You can find more listening tips here. 7.	Empathise Good listening skills should allow you to truly understand the other person’s perspective and connect with them. Once you’re at this stage then empathise, demonstrating that you understand their viewpoint. This will reduce any defensive feelings the other person may be having and make them more open to listening to you in return. 8.	Agreement before disagreement When you’re at a point where you truly understand the other person’s perspective on the issue, the next step is to express the areas of agreement. There will always be some common ground, so make sure you recognise this first. Finally, you’ll be left with the points that you still disagree on. Now that you both truly understand each other’s point of view, you can have a healthy conversation that flows in the right direction.You are in a position to be solution focused together. Whether this is a business or personal conversation, through your awareness of the Ladder of ConclusionsTM and your willingness to use Conversational Intelligence® (C-IQ) to hold a more empathetic discussion, you should achieve the positive outcome you imagined, or possibly an even better one.Coaching in Conversational Intelligence ® Conversational Intelligence® (C-IQ) is one of the many tools we use to help improve communications within businesses. This provides a deep understanding of the dynamics of any interactions, allowing you to appreciate what is happening in your brain while you’re having the conversation. Introducing conversational techniques into businesses can significantly improve communications and, as a result, create a healthier organisation. Parts of the content presented here are adapted from Conversational Intelligence® and the work of Judith E. Glaser.

Think of water as an analogy for communications. It flows smoothly when the temperature is normal. But when the temperature changes it goes into different states: ice or steam. In both these states, change needs to happen, to create the flow again. This is the same with communication. Communication is not just about the way we listen and the way we respond. It’s a highly nuanced art. Effective

How to avoid misunderstandings and have stress-free conversations

In the excitement of setting up a new enterprise, business owners are keen to establish the roles and responsibilities for their new team. To do lists and process flows become an art form in this set up phase. But, as the business becomes established, the focus tends to shift away from the people. Managers are so busy “doing” that they can become distant from their teams. They begin to forget that running a business isn’t just about systems and finances. It’s about people. The build up to conflict. The people in every business need to feel valued, respected, motivated and have a sense of purpose.In the exciting early days of a business this is achieved almost effortlessly. But, once the organisation is growing, it’s very easy to lose the momentum and to stop involving your people as closely in your expanding business. <img src="https://static-media.fluxio.cloud/claris/hVO9WT1i.png"> A good analogy is the ocean. On a calm, sunny day the surface looks beautiful and serene. However, as we go deeper, we see how plastic waste is building up. Eventually the creatures living in the ocean start to struggle to survive, let alone to thrive. Suddenly you begin to see evidence of this pollution floating up to the surface of the ocean, but by this time the problem has become so deep-rooted that it requires a momentous effort to clean the water. In a business, like in the oceans, by the time you see the issues float to the surface, you may have a far bigger problem on your hands than you ever imagined. Helping businesses prevent conflict The trick to managing conflict in your business is to prevent it happening in the first place. It’s impossible to completely eradicate conflict, but we aim to reduce the risk of issues building up and thereby minimise your risk of conflict arising. We understand what triggers and motivates people. Through taking a humanistic approach and applying techniques of Emotional Intelligence, we ensure that we fully understand and empathise with your situation.We’ll help you to introduce new systems and processes, and modify existing ones, to ensure that you take the human factor into account. Not only can this reduce the risk of conflict occurring and escalating, but when it does (inevitably) happen on occasion, we’ll ensure that your management team have the tools and techniques to manage it quickly and effectively. Helping businesses manage conflict <img src="https://static-media.fluxio.cloud/claris/Q9NE5276.jpg"> Working with companies who are going through rapid growth, to help prevent conflict, is always the preferred route for all parties. But sometimes conflict already exists. For these companies, we will work across the business to ensure that meaningful conversations are being held where each person feels heard and understood. Our support includes training and coaching leadership teams in conflict management. Our facilitation and mediation services are on hand to provide any help you need to ensure that the issues are resolved with a ‘win-win’ situation. Working with us to prevent or manage conflict can enable your business to minimise the risk of legal action, create a positive work culture and a working environment where all employees feel part of the family. The Claris Coaching methodologies: We work on the basis that every human being wants to……feel needed and valued…know what’s going on…be part of the solution…be involved in decision making This starting point helps us ask the right questions to understand the root causes of conflict and to deal with them in an effective and positive way. We work closely with all levels of the organisation and ensure that leaders and managers receive the right training and support to enable them to assess, motivate and build the people in their teams. We are skilled in a wide range of coaching techniques, allowing us to select from an expansive toolkit and tailor our approach to each organisation. These are a couple of examples: The Birkman Method The Birkman Method is a detailed personality assessment which helps you to fully understand your own needs and interests. This in-depth understanding can pinpoint what makes you happy, stressed and motivated. It can reveal how you relate to authority, your preferred communication styles and how you deal with change. But it doesn’t stop there. Once you and your team have completed the Birkman assessment, we will then help you to interpret the results. These can give you a deep understanding about the causes of conflict between specific personalities within your business. With this greater knowledge we can develop strategies and techniques to help you manage conflict in a highly tailored, and therefore much more effective, way. More about how we use Birkman to coach “people as people”. Conversational Intelligence® <img src="https://static-media.fluxio.cloud/claris/1rZHvPfG.jpg"> Conversational Intelligence® gives us models and language to encourage healthy conversations, which stimulate the motivational chemicals in the brain. Our deep understanding of Conversational Intelligence® and the neuroscience behind it, enables us to better understand human dynamics and improve relationships simply by helping people to communicate more effectively. We often train leaders and managers in using Conversational Intelligence® so that the positive conversations can continue even when we’re not there to provide guidance. Working across cultures One of our specialities is our experience in working across different groups of people and managing conflict which may be caused by misunderstandings between different cultures, generations and belief systems.Regardless of differences, each person in your business deserves to feel equally valued and involved. But this might require a slightly different approach for different people – for example, there could be five or six generations between colleagues, and people from first, second and third cultures working together. Conflict management case study We were called in to help a company which had rapidly grown from 60 to 300 employees. Unfortunately, what had started off as a friendly workplace had become a toxic environment. Everyone was talking about everyone – and not in a good way. We spent three months working with the business to put things right. Listen. Listen. Listen Firstly, we listened. We listened to everyone. We discovered that at the root of many of the issues was that some employees felt lost in the ever-expanding size of the organisation, whilst others loved the challenges of working in a growth enterprise. A change of approach We helped the business to change its approach to better suit the differing needs of their workforce, so everyone felt equally validated and supported. We improved the communications throughout the organisation including regular chats between managers and their teams, so that everyone knew what was going on as the company continued to grow. The management team received training in Emotional Intelligence, to help them better understand and motivate their teams – enabling them to lead more effectively. By listening to what was really wrong and putting the right systems in place we allowed the organisation to ‘clean’ their environment and start to work together to continue to grow the business.

In the excitement of setting up a new enterprise, business owners are keen to establish the roles and responsibilities for their new team. To do lists and process flows become an art form in this set up phase. But, as the business becomes established, the focus tends to shift away from the people. Managers are so busy “doing” that they can become distant from their teams. They begin to forget that

Managing workplace conflict – the Claris Coaching way

One way to make yourself happier is to find purpose and meaning in what you do. Well, that’s an easy statement to make! But how do you go about finding your purpose and meaning? Which path should you be following? At the beginning of this year we ran a series of webinars to help people organise and motivate themselves for the year ahead. One of the recurring themes from our attendees was the need for clarity of purpose. In this article we explore how to find your purpose and why doing this is linked to happiness. Aligning your values to your actions – listen to your heart! <img src="https://static-media.fluxio.cloud/claris/yTjTkJ3U.jpg"> It’s important to firstly understand what your values are. What your heart tells you you should be doing? How often do we listen to our heart and gut? The second step is to then assess whether these values align to what you are actually doing. Where your actions don’t match your values then you’re trying to force yourself to work at a frequency that’s wrong for you – and this is not the path to success or happiness. This misalignment might relate to the type of work you do, the hours you work, how you relate to your family…in fact this can apply to pretty much any part of your life. “I tend to find it easier to blame or think it is not my responsibility.” It’s like having a fog in your brain. Your mind is cluttered with so many thoughts and perhaps you just can’t think straight. Then you feel things are not going your way, though you’re not sure why. You often blame outside influences, other people…but you really need to take the responsibility yourself. If you’re in a situation of misalignment then you need to rethink what you do and why – and find clarity of purpose. Seeking clarity of purpose “I need to set a goal and plan” <img src="https://static-media.fluxio.cloud/claris/yk2A3vy7.jpg"> In our webinars we guided our attendees through a series of exercises to help them hold up a metaphorical mirror to see where they are and where they wanted to go. These were introduced as they learnt more about the makings of the brain and how the chemicals are stimulated, moving from fear into hope. Stimulating oxytocin to clear the fog Through an exercise on aspirations, we expanded their brains by writing down all the things they want to do. This stimulates the oxytocin we need to help clear the fog. Oxytocin = C43 H66 N12 O12 S2 We continued with exercises establishing what their “self-talk” is, what limitations they put on themselves and moving towards changing their internal language. Other reflection exercises helped the participants to leverage their strengths and identify with the values that are important to them. Visualisations further activated different parts of the brain and reinforced their focus on their aspirations. Creating a purpose statement Participants were then ready to form a purpose statement from their heart and mind, reinforcing their commitment to align their purpose to their values. This led them to create their own vision board as they put their aspirations into action. Creating a clear roadmap with specific milestones helped them focus on the steps they needed to take and gave them motivation to move forwards. “Always better to create our strategy knowing the bigger goal.” The understanding of neuroscience and the chemicals in the brain gave them a methodology to continue to remain healthy. They learnt how to use their brains effectively and energetically to achieve their goals. A visualisation exercise for you to try: “I need to start my day being more positive and believe in my abilities.” Try this visualisation exercise to identify your own values and purpose. <img src="https://static-media.fluxio.cloud/claris/VnW41klG.jpg"> 1. Find a quiet, calm place where you feel comfortable and relaxed.2. Close your eyes.3. Be in a garden or your favourite place, focus on the nature around you, observe the colours, smell the fragrance, feel the energy, the breeze or the sun on your back.4. Once relaxed… <ul><li>Think about how you would like your life to be in two years’ time. Create a mental photograph or movie of yourself at this point and visualise what you are doing. Make it as vivid and ‘real’ as you can.</li><li>What does this feel having achieved this?</li><li>For example, if your goal is to expand your business to include a new office, visualise walking into that new office and meeting your new team members.</li><li>If your purpose is to be healthy, think of being well and healthy and what that feels like.</li><li>If it is it working on a project or making a difference – be clear what it is.</li><li>Once you visualise this version of your life, feel the emotion of achieving this, be confident in your ability and trust in the energy around you to achieve this.</li><li>The pride of achieving this, the relief of successfully completing a major project or the excitement of publishing your first book, starting a business, achieving good health, finding your companion or partner, whatever it is.</li></ul> 5. Spend at least 10 minutes just seeing and feeling this version of your future self.6. Anchor this in your sub-conscience and then build a vision board: put an action plan on paper. Ideally you should set aside a few minutes each day to repeat this exercise in order to get the full benefits. And boost it further every morning by releasing serotonin, through being grateful and looking at the positives around you. This gives you a good start to each day. <img src="https://static-media.fluxio.cloud/claris/iuvoU5OF.jpg"> Why visualisations work: This visualisation exercise stimulates oxytocin (often called the ‘love hormone’) which reinforces the positive feelings associated with your values and purpose. This creates a powerful emotional stimulus in your subconscious which motivates and focuses you on achieving your goals. Feeling reinvigorated Instead of feeling swamped and unable to see clearly, the attendees left our webinars with a sense of true purpose and a plan for achieving it. “I learnt how much we have actually done as a team and how aligned we really are.” “I lost my purpose completely and this reinvigorated me.” “The purpose statement has helped me refocus.” “I learnt more about my team and their goals.” “The emotions that are key to our performance. It’s good to know how to control them, also by creating our vision we are much closer to success.” “I have a plan and can set quarterly objectives with outcomes to stay focused.” “I feel more confident now.” “The tools that systematically helped me to focus on what is most important to the business and for me.” Find your clarity Could Claris Coaching help you achieve clarity of purpose and success for the year ahead? Contact us to find out more. And keep up-to date with our latest news, courses and resources by signing up to our newsletter.

One way to make yourself happier is to find purpose and meaning in what you do. Well, that’s an easy statement to make! But how do you go about finding your purpose and meaning? Which path should you be following? At the beginning of this year we ran a series of webinars to help people organise and motivate themselves for the year ahead. One of the recurring themes from our attendees was the need

Find your purpose and find happiness

Many businesses come to us for help to improve their internal relationships and we often find the underlying cause is poor communication and poor listening skills. While we all know the old adage that we have two ears and one month, and should use them proportionally, but it’s not always easy to translate this into actions. However, we’ve all experienced problems caused by people not listening…<ul><li>Has a restaurant got your order wrong because someone wasn’t listening?</li><li>Have you come across unhelpful people where perhaps their manager isn’t listening well enough to their needs and providing them with the right support and motivation?</li><li>Have delays in service been caused by people not listening to each other properly?</li></ul> I imagine at least one of these will ring a bell! And what about&nbsp;your&nbsp;customers? Do they ever receive poor service because you and your team aren’t listening properly? <img src="https://static-media.fluxio.cloud/claris/EBN7h0fM.jpg"> It’s never too late to hone your listening skills. These are our 7 tips to improve listening in your business. For more details&nbsp;please read our article in full here. 1. Analyse yourself Think about recent conversations and evaluate how well you listened. What are your blind spots? 2. Lose any biases We all have conscious or unconscious biases, and these can often prevent us listening properly. Before an important conversation (such as a job interview or negotiation) consider carefully any assumptions you’ve made about the person you’ll be talking too and ensure that biases don’t affect your behaviour. 3. Clear your mind If you have something stressful on your mind you’ll find it difficult to concentrate on listening, so it might not be a good time to have an important discussion. 4. Don’t assume what the other person’s going to say Go into the conversation with the sole objective of understanding what they are going to say, not pre-empting it. 5. Ask the right questions Our ability to listen and respond during a conversation is influenced by our ability to make a connection with the person we’re talking to. Asking the right questions can help to strengthen that connection. 6. Showing compassion Put aside your own views and listen with your heart to what the other person is saying. Every person has the right to their own opinion, and you can show empathy for them even if you don’t agree with them. 7. Beyond words The words we use are only a small part of how we communicate, so you need to listen to the emotions behind the words. Pay attention to tone and body language to ensure you’re not missing out on important signals. &nbsp;“A human being is never dependent on his own experience alone for his information. Even in a primitive culture he can make use of the experience of his neighbors, friends, and relatives, which they communicate to him by means of language. Therefore, instead of remaining helpless because of the limitations of his own experience and knowledge, instead of having to discover what others have already discovered, instead of exploring the false trails they explored and repeating their errors, he can go on from where they left off. Language, that is to say, makes progress possible.” From “Language In Thought And Action” by American academic and politician S.I.Hayakawa

Many businesses come to us for help to improve their internal relationships and we often find the underlying cause is poor communication and poor listening skills. While we all know the old adage that we have two ears and one month, and should use them proportionally, but it’s not always easy to translate this into actions. However, we’ve all experienced problems caused by people not listening…

7 ways to improve listening in your Business

This is our second article examining what organisational coaching is and how it can help your business (read part one). We’ve previously discussed how an organisational coach sees your business like a river – it needs to flow freely, calmly and clearly, so any issues can be easily identified and dealt with. In this article we look in more detail at the steps we take to help your organisational river run smoothly. <img src="https://static-media.fluxio.cloud/claris/1xIqS6WM.jpg"> A sense of purpose “The most effective people are those who can “hold” their vision while remaining committed to seeing current reality clearly.” Peter M. Senge, The Fifth Discipline: The Art &amp; Practice Of The Learning Organization At Claris Coaching we work with companies of any size. We start with understanding who they are, what they are setting out to do and what values drive them. All companies should have a clear sense of purpose. There’s no point in having a free flowing river if it’s going in the wrong direction! As an organisational coach it’s essential to establish these objectives at the outset so that we can put processes and key performance indicators in place to disseminate a clarified sense of purpose throughout the organisation and deal effectively with change as this continues to evolve. “Proclamations and policy changes on paper will not create the fundamental changes to DNA that organizations need to catalyze change.” Judith E. Glaser, Conversational Intelligence®: How Great Leaders Build Trust and Get Extraordinary Results Through careful planning, meaningful conversations, building trust and engagement we can ensure harmony and balance between the organisation’s purpose and the desires of their teams, to create a powerful driving force behind the business. Empowering the business’s people in this way can both increase performance and reduce resistance to change. Organisational support at all business stages “A company should limit its growth based on its ability to attract enough of the right people.” Jim Collins, Good to Great Organisational coaches add great value at the start and growth stages of a business to ensure that all the necessary systems and processes are in place and that the teams are growing well. In a mature business cycle organisational coaching can help to manage all the human dynamics within the company, supporting productivity and performance, to ensure that the waters ahead are clear and smooth. As you expand your business and hire new staff an organisational coach will support you through ensuring the recruitment process not only identifies whether the candidate has the skills and experience you need, but also how well they will adapt to the culture and values of your organisation. This means not only will your new recruit be able to do their job, they will be able to do their job well and be a good ‘fit’ for your workplace. <img src="https://static-media.fluxio.cloud/claris/loYM8utI.jpg"> Family businesses and business partnerships can gain tremendously from an organisational coach as we can see things from a different perspective and can encourage conversations that might otherwise seem difficult – with the aim of enhancing growth while maintaining good family relationships. “The only true voyage of discovery […] would be not to visit strange lands but to possess other eyes, to behold the universe through the eyes of another…” Marcel Proust, Remembrance Of Things Past Our experience, your growth So what does it take to be an organisational coach? A true understanding of human behaviour and human resources; a desire to constantly learn, keep up with the current best practices and tools, and continually invest in personal development. We take inspiration and learning from many experts in the art of the organisation, including Jim Collins, Peter Senge, Daniel Goleman, Richard Boyatzis and Judith Glaser. We also look to organisational leaders such as Richard Branson, Warren Buffet, Jack Welsh and the Aga Khan, who truly is an inspirational leader on a global stage, while underpinning his work with strong humanistic values. “Leadership is not domination, but the art of persuading people to work toward a common goal.” Daniel Goleman, Emotional Intelligence. We pride ourselves in using a wide range of tools and techniques to find the right answers for your business. There is no magic wand, but through a good understanding of personality using the Birkman Method, neuroscience and how to use and develop emotional and conversational intelligence effectively, we can start healthy conversations within your organisation to bring about the right changes. We are professional mediators and look for common ground in all discussions. The key is to listen from the heart. How is your organisation’s flow? At Claris Coaching we excel at supporting organisations to develop their people and their productivity through organisational coaching. If you feel that your organisational waters are a little murky, or if there is too much turbulence to navigate clearly, then we can help. Please contact me so we can discuss your organisation’s purpose and how Claris Coaching can help you to achieve it.

This is our second article examining what organisational coaching is and how it can help your business (read part one). We’ve previously discussed how an organisational coach sees your business like a river – it needs to flow freely, calmly and clearly, so any issues can be easily identified and dealt with. In this article we look in more detail at the steps we take to help your organisational

 What is an Organisational Coach? Part 2

I am often asked what organisational coaching is and whether it’s the same as business coaching.Organisational coaching helps to develop businesses through their people, focusing on the human dynamics – with the aim of working together to increase productivity and create a happier workforce.As a discipline, organisational coaching itself is constantly developing. For example, companies are increasingly using technology, in combination with the human element, in growing organisations. In this article I look in more detail at what organisational coaching is and how it is evolving. Organisational Coach versus Business Coach A business coach will generally analyse the business from a financial perspective and focus on the fiscal health of the organisation. An organisational coach will consider financial developments, however the core focus is on the overall health of the business through the people perspective. Organisational coaching works towards sustainability by defining the culture and purpose of the business, then providing guidance to develop and steer the business in the right direction. I often use water as an analogy for organisational coaching. When the water is flowing well it’s clear and you can see right through it to easily remove any barriers in your way. When the water is turbulent or dirty then it’s difficult to see clearly. You’re effectively working blind. The same applies to people and organisations – you need a clear view of the flows within your business in order to see the opportunities and obstacles ahead of you. A multidisciplinary approach “The test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function.” Jim Collins, Built to Last. Over the last 20 years I have grown into the role as an organisational coach through my experience in training and development, human resources and coaching. Over this time it has become more and more apparent that to enable the organisational waters to flow clearly, effort and time is needed in building the company culture, processes and in managing the human dynamics. Without this strong foundation the business will not achieve its optimum levels of productivity and it may not have sufficient stability to effectively respond to changes and threats. The entire organisation needs to be involved in ensuring that the many rivers and tributaries run smoothly – from the top level of management to grass roots. This can mean an organisational coach is involved in a wide range of areas, including: <img src="https://static-media.fluxio.cloud/claris/1xIqS6WM.jpg"> Processes<ul><li>Conducting a needs analysis to identify areas of improvement</li><li>Identifying the key performance indicators of the business.</li><li>Developing the business’s culture and purpose.</li><li>Putting appropriate human resources processes in place.</li><li>Bringing in the right people with the right training, skills and personalities.</li><li>Performance management alongside developing and coaching the team.</li><li>Working to continually include industry best practices.</li></ul> Human Dynamics<ul><li>Engaging with all parties; board members, partners and management to align their thinking and move conversations forward</li><li>Preventing and resolving disputes through mediating discussions</li><li>Developing the leaders and managers in the business, especially in emotional intelligence and conversational intelligence, in order to motivate others and manage risk effectively.</li></ul> These are the areas that contribute to a healthy organisation where staff are engaged and happy, and performing to a high standard. How an Organisational Coach will support you. In part two of this article, we’ll look in more detail at the activities which an Organisational Coach will undertake to help your business develop and grow.

I am often asked what organisational coaching is and whether it’s the same as business coaching. Organisational coaching helps to develop businesses through their people, focusing on the human dynamics – with the aim of working together to increase productivity and create a happier workforce. As a discipline, organisational coaching itself is constantly developing. For example, companies are

What is an Organisational Coach?

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TAV Bridges (UK) Limited, Trading as Claris CoachingRegistered in England &amp; Wales No 05310785 Registered office:135 Kings RoadKingston Upon ThamesSurreyKT2 5JE

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 Maximising Business Potential through Human Understanding 